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HP has altered the way it handles joint HP box and accomplice revenue calls: Going ahead, HP Americas channel sales reps will make at the very least 2 joint calls per week with partners, supported by means of HP and associate demand era classes.
HP's new business business Portfolio Incentive, which runs from April 1 through Oct. 31, rewards partners for together with numerous diverse ESSN product classes inside a single client order. the incentive offers partners a 3 p.c discount for promoting products in two ESSN categories and a 5 percent bargain adding three ESSN product classes to a deal. items from HP's Servers, Storage, Networking and features corporations are all eligible to be bundled in deals.
additionally of hobby to partners is HP's business enterprise desirable 500 competitive bills Incentive, so we can run from may additionally 1 through Oct. 31, and gives partners a five % discount for offers encompassing business server and storage, 5 percent for technology services offers and 10 percent for networking and application deals.
HP says existing courses like Catalyst for trade, a trade-in advertising launched in December that gives partners 20 % up entrance discount on HP A-sequence and E-series switches once they change in an eligible Cisco switch as part of the deal, will stay in effect.
HP is also touting the development it has accomplished with selling through Curiosity, a earnings practising application launched last 12 months that now has greater than 1,000 accomplice sales representatives. HP is now providing the program basically as a method to get VARs up to velocity and maximize their box selling time, and the business had brought new income collateral libraries that include playbooks, video testimonials, automatic white boards and presentations.
ESSN is likely one of the fastest transforming into areas of HP's business in the intervening time. In HP's fiscal Q1, ESSN division salary rose 22 p.c year-over-yr, led by means of blade server income growth of 23 percent. HP's business switching and routing salary grew 30 percent during the quarter, and in HP's Q1 salary ultimate month CFO Cathie Lesjak referred to as this "a superb proof point" that networking is contributing to HP's increase.
Tandem--whose excessive-reliability servers can also be found working the ny inventory alternate's transaction device and the united states online's login and electronic mail methods--lost its independence when Compaq computing device got it in 1997. And now, with HP's acquisition of Compaq, Tandem has become HP's NonStop commercial enterprise Division. That works for Treybig.
"if you'd requested me in 1994 who i wanted would acquire Tandem, it will have been HP...I loved HP," spoke of Treybig, who left Tandem earlier than the Compaq buyout.
The success or failure of HP's integration of what turned into as soon as Tandem might be a litmus examine for one of the vital merits HP has promised from its $19 billion merger with Compaq. HP plans to movement its NonStop servers to Intel's Itanium processor, hopes NonStop income will tow alongside sales of lesser HP machines to prestigious money owed, and stands to improvement from NonStop capabilities revenue.
Early indications of HP's integration method may be visible Wednesday, when the company will announce new NonStop systems, the S76000 and S86000, sources standard with the plan talked about. the new programs will include faster processors, quadruple the reminiscence capacity, and greater networking knowledge than the S74000 brought in 2000.
NonStop servers, which can accommodate thousands of processors, handle one of the crucial world's most disturbing tasks--working the protection systems of ny's three primary airports, for example, and ATM networks for a few important banks. competitors comes chiefly from rarefied programs reminiscent of Sysplex groups of IBM mainframes.
NonStop programs almost always cost more than $1 million, in accordance with IDC analyst Jean Bozman, and in 2001, NonStop servers accounted for eight % of the $11.9 billion market for servers priced at these tiers.
"or not it's at all times fine when the enterprise across the road acquires you."
--Pauline NistGeneral manager of HP'sNonStop enterprise Divisionthe former Tandem's servers pulled in $1.2 billion in profits in 2001--doubtless $1.5 billion together with features--in keeping with Pauline Nist, regular supervisor of the 1,500-grownup division. it really is a relatively small fraction of the $81 billion in total income HP and Compaq amassed that fiscal year, however NonStop servers provide HP a foot in the door for new deals.
"We're at all times going during the customer list trying to find cross-selling alternatives," Nist referred to, and now NonStop can take greater potential of the undeniable fact that the programs are often paired with HP's Unix servers.
Geography will support. The Compaq division that Tandem grew to be become, and is, based in Cupertino, Calif., appropriate throughout the highway from HP's Unix server group. "it's always quality when the company throughout the street acquires you," Nist pointed out, including that she relishes the fact she'll not need to fly to Compaq's Houston headquarters.
And the NonStop might boost HP's other servers, items under fierce competitors from Dell computer, sun Microsystems and IBM. HP and its inherited Tandem crew have an "engineering simpatico," a heritage of constructing finely crafted, stylish machines, talked about Illuminata analyst Jonathan Eunice, and if HP is sensible it will be trained from the Tandem team.
"If HP is a success," Eunice mentioned, "they are going to do the equal factor IBM has done with bringing mainframe expertise to its pSeries (Unix servers): they will undertake it and say, 'Please train us a way to try this.'"
Hoping background might not repeat itself Treybig and others within the Tandem community agree with HP will do a higher job than Compaq in supporting and making the most of the Tandem methods. "I feel Tandem is superior being part of HP than Compaq," Treybig noted, deriding early Compaq decisions comparable to using a computer earnings force to hawk Tandem's tremendous programs. under Michael Capellas, even though, things acquired stronger.
Tandem beneath Compaq initially turned into a "catastrophe," pointed out Gary Bonhiver, a 24-12 months Tandem advisor and president of GoodWinter Database Architects who has helped valued clientele reminiscent of Safeway, Wells Fargo and John Deere use the systems. but HP has improved possibilities.
"Compaq simply did not recognize how to sell them," Bonhiver said. "HP, I feel, has a better reputation in the industry. it be now not got simply as a pc maker. They comprehend a way to market and promote primary methods and already have connections inside the giant organizations."
Yves Rouchou, chairman of the ITUG consumer community for NonStop valued clientele, noticed Compaq's efforts alternate for the better. "at the start with Compaq it became very tricky, but they enhanced after one or two years," he pointed out. "We consider the brand new HP understands the needs of the huge enterprise."
Rouchou has more than passing curiosity for the success of the server line: He runs a NonStop 74000 equipment on the heart of the Euronext inventory, bond and commodity buying and selling gadget for France, Belgium and the Netherlands.
Rouchou has been working with Tandem methods for more than a decade, however many NonStop group individuals were round longer than that.
The early years Treybig bought the conception at the back of Tandem while nevertheless working at HP, where he grew to become a salesman for HP's first 2116 desktop techniques after becoming a member of the company right out of Stanford. His boss become advertising chief Tom Perkins, who left to form pioneering Silicon Valley mission capital firm Kleiner & Perkins, now Kleiner Perkins Caufield & Byers. Perkins is also Tandem's former chairman and became a Compaq board member.
Treybig followed Perkins, and have become Kleiner Perkins' fifth employee, spending two years there engaged on the Tandem concept. At HP, Treybig noticed customers lash two HP servers collectively so one would take over if the fundamental device failed. These valued clientele would substitute the usual operating device with customized-developed application, inflicting all types of aid complications. Treybig concept such a setup can be created with general laptop hardware and software, replacing these exotic one-off techniques.
"You could construct an operating equipment that would not fail and can be standard application," Treybig mentioned. however to make the conception possible, the programs needed to be designed with the goliath input-output capabilities of mainframe computers, he pointed out.
"I used to dream Tandem failed and HP put me in a cage in its front entryway."
--Jimmy TreybigTandem founderTreybig launched Tandem in 1974, with half the primary 18 employees coming from HP. He also employed three professionals to design the system. Mike green had additionally been at HP, where he had created its first time-sharing laptop, a system that may work on a few jobs simultaneously by means of rapidly switching between distinct tasks. Jim Katzman, too, had been at HP however had become head of mainframe maker Amdahl's input-output work. And Davie Mackie had been working on custom techniques for bargain dealers in Europe.
"The three of them put together the structure of the Tandem. there is still nothing find it irresistible," Treybig pointed out.
certainly, Illuminata's Eunice mentioned, Tandem succeeded at an exceptionally difficult project, one no person has yet been in a position to do as smartly. Tandem's expertise can concurrently distribute a gigantic database across a lot of unbiased processors while assisting excessive volumes of transactions.
"Tandem's the just one who whacked at vastly parallel databases and was able to do on-line transaction processing on the equal time," Eunice stated.
but Tandem could not sustain its early increase. via the mid-1990s, salary had flattened out at about $500 million a quarter, and Tandem had gone through rounds of layoffs, cutting a whole bunch from a team of workers that had grown to 9,500.
"in the early days," consultant Bonhiver stated, "Tandem had a whole lot improved growth because there have been so numerous forms of (computing device programs) obtainable, it didn't stand out as this weird, niche platform. Now everything is all solar or (home windows) NT and some mainframe."
Hewlett-Packard not ever offered to buy Tandem, but it's clear HP turned into at all times in the returned of Treybig's mind. truly, habitual visions of HP would come to Treybig in his sleep.
"I used to dream that we failed, and (HP) put me in a cage within the front entryway," Treybig stated. "It changed into my nightmare."
Treybig at the start proposed a buyout to Compaq, thinking Tandem could not live to tell the tale by itself and that Compaq's thrust toward functions and direct revenue matched Tandem smartly. but Compaq wasn't involved at the time, and Treybig left Tandem in 1996, the yr before Compaq modified its mind. Treybig now could be a companion at Austin Ventures in Texas.
The next section The products coming next week were developed all the way through the Compaq years, however HP will oversee a bigger product launch because the NonStop servers are rebuilt around a new processor.
The S76000 and S86000 coming next week will each use the MIPS R14000 processor, a chip designed via struggling server maker SGI. Future methods, the S78000 and S88000 due in 2003, will use a quicker MIPS chip, HP said.
The big trade will come in 2004, when NonStop releases programs code-named "Yosemite" using Intel's new Itanium family of processors, a product line HP invented before handing the design to Intel to commercialize. In 2005, the Yosemite systems could be upgraded so the operating system takes expertise of the Itanium's 64-bit design.
The Tandem computing device has had a rocky street when it comes to switching to a brand new processor. within the Nineties, the Tandem crew had deliberate to swap to the Itanium line and changed into actively assisting Intel settle design necessities. however things changed below Compaq, which directed a change to the revered Alpha processor when it got the Alpha along with Digital equipment in 1998.
but when Compaq deep-sixed the Alpha a year in the past, the remnants of the Tandem group had to abandon their years of Alpha building work and dust off the historical Itanium plans.
"or not it's a little of back to the future," the NonStop division's Nist mentioned. fortunately, even though, Intel preserved the features that the Tandem laptop mandatory, including the potential for two processors to run in lockstep, checking every different's work.
lots of the HP talents will come in the course of the Itanium connection, Nist stated. HP is building Itanium Unix servers and has critical technology such because the means to run Java server courses and "compiler" application--application that interprets human-written classes into guidance computers can keep in mind.
"we have now been lusting after their compilers for years," Nist said. "On Sept. 5, the day after the merger changed into announced, my compiler americans desired to go throughout the road" to discuss with the HP compiler groups.
And with HP's clout, the NonStop née Tandem crew additionally can have greater sway in persuading Intel to build features it needs into Itanium processors, Nist brought.
Itanium holds the promise of programs that use greater common hardware, as a consequence permitting greater general utility and decreasing ordinary prices. but some worry there may be efficiency issues.
"Itanium will truly reduce the charge per transaction," observed Thom Birdsell, president of FTS unlimited, which has for twenty years related Tandem programmers with businesses desiring work completed, more currently branching out to promote some forms of Tandem systems. but Birdsell has concerns that Itanium won't work as smartly as the Alpha in huge systems. "in case you'd asked me in 1994 who i wished would purchase Tandem, it could had been HP."
The Itanium NonStop systems may be phased in gradually, with HP selling the S78000 through as a minimum 2005 and assisting the MIPS-based techniques via as a minimum 2010, HP talked about. And the new Itanium systems will run older utility with out a alterations, a technique Tandem employed when it moved to the MIPS line in 1990.
different server components are changing as smartly. The "ServerNet" technology that hyperlinks processors with one a different and enter-output programs may be superior with each technology of latest methods. Storage programs additionally will be capable of use the StorageWorks line that HP sells with its other server strains.
The ZLE challenge an extra problem for HP should be grappling with the "Zero Latency commercial enterprise" initiative spawned at Compaq to use a Tandem equipment to stitch collectively a large company's other databases--letting a change made in one be mirrored straight in yet another. ZLE might join formerly disparate databases for projects involving manufacturing process manage, consumer buying statistics, product guide or net site sales.
"there may be been lots of confusion obtainable when it comes to what precisely ZLE is," Birdsell noted.
Airline reservation business Sabre systems and retailer goal each have used ZLE, and Nist stated the thought's abilities helped to promote many methods, however valued clientele haven't yet used it.
"i might say ZLE turned into likely to a couple massive degree responsible for our capacity to develop the company" in 2001, by which salary improved four percent when the universal server market shrank dramatically.
And the pressure is on for NonStop to continue to carry. Overspending in the manic dot-com years has punished its two biggest markets: fiscal capabilities and telecommunications organizations. Birdsell says he now sees offers for roughly five Tandem jobs per week compared with about 25 every week in the late Nineties.
ZLE has been aimed chiefly at telecommunications and retail businesses, but HP will push it into manufacturing businesses now, Nist referred to. The poster infant for the hassle might be HP itself, which is dovetailing HP and Compaq manufacturing techniques with a single NonStop server.
How well HP manages tough company selections could be crucial to its merger success, Treybig stated, speakme from very own experience.
"expectantly (Carly Fiorina) knows how to hearth," he noted, regarding HP's plan to reduce 15,000 jobs on account of the merger and the limping economic system. "really, you've gotten bought to get your fees to your salary degree. Some CEOs see that and do it, and some don't. in case you don't, you fail."
Two weeks ago in Barcelona, I had the extra special probability to look the just-unveiled HP Multi Jet Fusion 3D printer in adult. whereas my first glimpse of it became in a presentation, with the printer and processing station sitting shiny and new of their respective corners of a room developed more for PowerPoint than for industrial printing, the team at HP had been also conscious that the greatest technique to definitely find out about new tech is to peer it in motion, and to hear from these in the back of it about its construction — and so the dozen journalists and analysts gathered in sunny Spain also had the wonderful adventure of traveling the inner most HP 3D printing labs, the place we noticed ten of the MJF machines in action.
afterward, i used to be in a position to take a seat down and listen to without delay from probably the most executives in the back of the complete 3D printing company there at HP, and found out extra information without delay from Stephen Nigro, President of HP Inc.’s 3D Printing business, and from J Scott Schiller, vice chairman of Market building. talking to those two professionals who had been with the method of establishing the all-new MJF technology actually helped to shed some gentle on the entire technique. When HP got down to re-invent 3D printing, they basically meant it — and the greatest key to their manner was being attentive to valued clientele and learning what the market wanted. As a 2nd powerhouse for many years, the enterprise had massive journey to attract from so far as product building. 3D is, of path, its own box, and as an organization stepping in to enter in a huge manner, HP took step back to in reality dedicate themselves to the R&D quintessential to find every thing attainable to them as far as each purchasers and technology are worried. HP isn’t looking to quite simply enter the market; the plan is to lead the market.
Stephen Nigro, in a session at HP Barcelona, presented to us a situation indicative of probably the most opportunities and notion tactics among idea leaders within the tech neighborhood: at CES, a big tradeshow and sizzling-spot for tech, at the conclusion of the day, a enormous line kinds at the end of the long, busy day of convention endeavor. This line is at the taxi stand, as all and sundry seeks to come back to the refuge of their lodges. As Nigro joined the road, which had an estimated wait time of 45 minutes, he realized he had an additional option: he pulled out his mobilephone, known as an Uber driver, and become picked up inside minutes. As he pulled away, he noticed that the line at the cab stand had barely diminished, filled with high-powered experts in a variety of high-tech fields. This illustration illustrated to him a chief factor: a choice needs to be made in adopting new options. In lots the same way, the adoption of HP’s MJF 3D printing know-how will always be a call through those who may improvement from the know-how.
“quickly satisfactory, I’ll be stuff and thinking, changed into this 3D printed or now not?” Nigro told me from across a table, holding up his pen (which turned into not 3D printed). I requested when he concept that query could be asked extra commonly. “Mainstream? I’d find it irresistible to be ahead of later. I don’t recognize. To be sincere, I don’t be aware of the reply to that question. the world might be embracing 3D and how it really works, for sure, much more so. The massive query isn't if, it’s when. That’s really the exciting thing right here, you comprehend it’s going to take place, you see the opportunity. There’s loads of pieces — behaviors need to alternate, it can be surprising how lengthy it takes individuals to alternate behaviors. You ought to make that aware option, people will need to make that mindful option to alternate.”
And right here’s where his Uber analogy came in to play. What became it, I asked, that had made him choose up the mobilephone that first time he referred to as an Uber in preference to stay up for a cab?
“It’s variety of who i'm,” Nigro informed me. “i love to try new things. I feel for me to be a high-tech govt I’m all the time analyzing about high-tech developments and need to are attempting new issues. I don’t necessarily at all times get them, I don’t get Twitter. in case you study my Twitter account, I’m no longer active, as a result of I haven’t gotten it. I’m very lively on fb… I always wish to are trying the new issues. There’s that intellectual curiosity, in fact — how do things work? part of it's, in case you’re going to be a leader in high-tech, you’d more advantageous be in my opinion experiencing it, as a result of that helps you be a pacesetter. i will be able to tell you, that entire open materials, open platform? it will had been very effortless to do what we've done in our existing company. It became form of interesting. That determination turned into made probably a week before our announcement in October . We were on a mobilephone call getting capable and i’m like, ‘Guys, we’re going open’. They mentioned, ‘Ahh, no, what, Steve, why’ and i told them, ‘the world’s open, the area’s open. If we’re constructing a company for the next 10 years, 15 years, 20 years, we more desirable be open.’ we will’t construct our enterprise like we've during the past. in case you’re going to be leading, going to be thinking, you must in reality bear in mind how the world works versus the way it labored.”
building up the new enterprise — as an open platform, no much less, a new strategy for HP — required taking a big step back and interesting the whole crew’s highbrow curiosity. speakme with Scott Schiller offered a fascinating point of view on simply how important this curiosity was. not just asking the correct questions, however in asking them of the correct americans, on the correct time. where are the opportunities, and how are they greatest approached?
“I would say the element that we’ve develop into pretty decent at as an organization that is both a material science company and a laptop tech business is knowing what we’re truly first rate at and attempting to take each the technology out as well as take the consumer view in, and sort of work that backward and forward until we establish areas the place issues definitely seem to connect,” Schiller defined to me. “That’s what drove us to the four applications, the four verticals, that we identified. inside those, you then have to in fact start drilling down to use cases. I suppose one theme we see very clearly is there’s lots of chance in aftermarket, spare elements, and that’s kind of a theme that plays throughout the verticals, so that’s a neighborhood we’ll be paying a lot of consideration to. … That’s in fact the secret sauce in riding know-how adoption. If we’ve learned the rest over the remaining 15 years, it’s that you simply ought to eliminate the elements of friction. There’s a lot of individuals who can say no when it involves making these purchases, and you have got to get rid of as many of these features of friction to get the know-how within the door. once it’s in, then people delivery to get basically creative with it and it basically blooms. lots of times what people try to do is center of attention on the super-unique, creative utility because the component to get each person concentrated on, but you under no circumstances get past the person who can say no. We’ve realized that it in reality comes right down to economics.”
A key a part of HP’s method to getting into the market is in doing so viably. To that end, they recognized four key verticals, as Schiller referenced above, in an effort to form the foundation of their focus upon entry. Aerospace/defense, automobile, clinical/dental/lifestyles sciences (fitness care), and a whole lot of consumer functions will form the foundation upon which this entry is built. A key element of each and every of those verticals lies in the price of utility- or patient-certain creations which might be indeed smartly-serviced by means of additive manufacturing applied sciences.
“All of those are — to call them a vertical is a bit of a misnomer, these are large, massive industries,” Schiller informed me. “And so we now have a lot of work to in fact dig down. The technique that we work via is we each have very systematic, McKinsey-esque styles of procedures to market evaluation, very analytical. at the identical time, we like to stability that with americans who truly consider the use circumstances. in the end, it’ll come right down to the components, the use circumstances, the value that’s created. There’s somewhat of a simultaneous proper-down, backside-up strategy and we’ve discovered that to be essentially the most a hit mechanism. The different issue i discussed that I think is vital is to all the time have a little of variety on your strategy, but now not too lots. focal point is truly vital. To be transparent, it’s still very early days in terms of knowing — the style we believe about our company is that we’ve obtained a great neighborhood of individuals who truly understand the usual uses of 3D printing, for swift proto and issues like that, but we additionally need to have advanced groups which are looking at intermediate purposes, tooling, bridge creation, and eventually to final half manufacturing.”
In taking note of their consumers and working to truly create a working AM answer that would supply end-to-conclusion solutions — a point that every one HP displays in Barcelona stored coming lower back to is that here's a complete approach to a solution, and fashioned to hold economics at its coronary heart — the construction of the equipment modified from the initial announcement in October 2014 in the course of the equipment being unveiled today at speedy, and seen in the labs in Barcelona in addition to in beta shoppers’ labs for some months now. I had in my opinion been surprised through the two-computer system represented within the MJF solution. How did that come to be? Nigro advised me about a few of his strategies on the predicted response upon its unveiling, and the way pre-announcing their entry to market became out to be a advantage:
“I feel they’ll see that we’re designing greater than a machine, we’re designing an end-to-end experience. It’ll take somewhat of schooling. Like if you happen to guys first noticed it, you weren’t fairly certain how it all works collectively. but once you take into account it, which you could see — and you'll additionally see the way it’s very a lot focused at scaling. And once again back to this gaining knowledge of. That became no longer part of our plan once we first introduced it back in 2014. I suggest, we knew we needed whatever thing submit-processing, however no longer this kind of solution — that became handiest via this agile consumer engagement process, interacting with purchasers real time in our lab and we realized there became this pain element here and we ended up constructing this. It in reality came on particularly early. It’s really the improvement of basically pre-announcing, we had nothing to lose in our case. The possibility you run should you pre-announce something new, every thing that’s ancient, you stop promoting as a result of all and sundry’s going to watch for the new component — however 3D, we had nothing. We have been new to the market. Pre-announcing let us interact and gain knowledge of lots concerning the market.”
Schiller, as I spoke with him, also touched upon these elements in a means. Honing in on the vital nature of listening to purchasers, we referred to how Shapeways turned into a superb trying out box for MJF know-how. Shapeways’ CEO, Peter Weijmarshausen, spoke to us in Barcelona as well, with some popular slides from his presentation at inner 3D Printing NYC closing month, as he shared his vision of 3D printing’s location within the subsequent industrial revolution. It was no accident that HP and Shapeways were working collectively, as Schiller mentioned that americans like Weijmarshausen stand out as beacons in the business.
“It’s a funny factor,” Schiller said, “as a result of there become some extent the place we had the commentary that we had spectacular technology essence. We had this modular thermal inkjet structure and we knew, we knew that it would follow to market spaces we had certainly not participated in before. So the question is, what is the ideal option to establish how to take part in those markets? and that i think traditionally what individuals do is sort of derivative. They take an incremental step relative to what they’re doing right now and what they be aware of presently. I suppose the aspect that we did that turned into distinct is we stepped way back and tried to seem on the larger image, and bear in mind what is the most profound software of this expertise, and identified actual concept leaders in the business. We do that in 3D, we did that in 2d, and these are the folks — there’s simply a definite profile, you comprehend them in case you see them. Peter is exemplary, he’s a true notion chief, he knows a way to simply make issues turn up. He has a vision and is aware of a way to get americans behind that vision. I think one in every of issues that’s most essential about what he does is every thing he does is for the client, they take it to such extremes. I think for us it changed into the same method. We worked really, actually carefully with the purchasers and simply listened.”
In speakme with valued clientele and with concept leaders like Weijmarshausen, HP became in a position to draw from normal event and notice how they might optimize future experiences.
“some thing that Peter all started hitting on is anything that we see is a extremely vital trend, and that's — we have been talking with, we’ll say a extremely, really tremendous appliances enterprise,” Schiller mentioned. “probably the most issues they shared with us is that traditionally they can’t entertain the concept of a new product except it’s going to promote a whole bunch of hundreds. And the problem is, is that loads of instances you don’t get to hundreds of thousands of sales of something unless you've got a duration of ramping it up. There’s been a large hole in between. What they see because the promise of 3D printing is to be capable of help bridge that hole, and on the identical time enable for extra imaginitive techniques in that hole, and out of that should still come a lot more edition of products which are offered after which as a by-product of that, what you’re going to see is that things may be less homogeneous, more distinctive. All of it truly is ideal for additive manufacturing.”
HP is already working with 4 materials organizations to increase powders with diverse capabilities, and these suppliers convey giant capabilities to the table that HP has been discovering priceless — and which they hope to look more of as time rolls on. In discussing their open approach to substances capabilities, I requested Nigro when he concept that platform might delivery appealing to even more suppliers.
“fairly quick. Two of the 4 have come on in just the remaining three months. Two months? It’s a further story at the back of a story. as soon as we announced it, we needed to figure it out. For an open platform to work, people have to benefit from being on it. Why would they be on it if they’re no longer profiting from it? We needed to determine the company mannequin, reply a lot of questions, be very agile in rolling it out, speakme with them. We realized plenty, we realized plenty. doubtless the biggest element we discovered in talking with substances suppliers, these professional fabric groups, is — here's what they do. doubtless the largest discovering for me is what they do is develop vertical functions. If I’m creating a fabric I ought to then go and figure out how to use it in aerospace or consumer items. They’re truly decent at it. we've a lot to profit. through leveraging these material suppliers who are going to be on our open platform, we’re in fact going to improvement from that in a unique way. one of the vital 4 referred to to us one night at dinner: ‘We desire the realm to grasp that we’re partnered with you in your platform.’ We were making an attempt to determine this out, and spoke of, neatly, why? ‘neatly, we want to go inform all our consumers that we’re partnered with HP on Multi Jet Fusion and that we need to develop new functions with our purchasers.’ That’s a very decent cause. That was a gaining knowledge of for us — we didn’t understand that, we have been thinking we were going to should build all these vertical potential and we nonetheless need to strengthen some. I received’t get into numbers, however we looked at numbers on one business and notion, my gosh, we’ll under no circumstances have that many americans in that industry. That become one enterprise. So I consider the precise benefit to us become looking at that researching manner and leverage the world, leverage what americans do smartly. I suppose we’ll get more and more. i hope there's. There’s no opposite direction we’ll get the breadth of cloth choices vital to definitely have this element in manufacturing creation.”
Nigro moreover filled me in on a few of his concepts about the capabilities and future of the application critical for the future of 3D printing:
“smartly the utility, we’ll in fact be shipping the up-entrance adventure with the consumer, truly hitting that end-to-conclusion answer, I feel that’s a good beginning factor for us. I suppose what’s enjoyable is the abilities for the application. What’s unique is finally it’s going to be a fight. How do you utilize the vigour of the cloud, compute, shop, come up with new designs and have assisted designs… I believe that’s so nascent. It’s a bit of this chook-and-egg. individuals now all of sudden are going to be able to design constituents in a method they’ve on no account been able to design before, because you couldn’t make it. I think the creative factor of application is tremendous unique. I consider here is going to be an outstanding possibility for someone within the industry to become a frontrunner.”
Of course, all of here is according to the concept of economic viability; it’s no need having a superb product if it’s no longer going any place. a main improvement of AM is its skill to do greater than injection molding can, in terms of geometries, customization, and different creations that require no molding.
“We work a bit bit with the Ellen MacArthur groundwork, which is focused on the round economic climate,” Schiller informed me. “The complete premise there with our know-how is we have the ability to make issues which are basically extra valued — customized, personalized, some thing. by way of virtue of it now not being homogeneous it is more prone to be valued and because of this is much less prone to be thrown away or wasted. the world of homogeneity the place each person gets the same element is a stunning wasteful world. We see an outstanding possibility to pressure larger cost and less waste.”
Breaking the mold (pun supposed) and taking us faraway from a homogeneous office, the HP MJF gadget certainly sounds promising. And, sure, it appears fabulous — observing it in action and keeping printed pieces changed into quite an journey. In all, then, I had only 1 question left to ask:
what is your personal favourite element concerning the computer itself?
“I just love observing it work. I believe everyone are a bit captivated in the theory so that you can build things up in preference to the ordinary world of chopping issues down and molding and milling away. The indisputable fact that now you get geometric complexity as a whole lot as you want — the percentages there are profound and inspiring.”
“i might say my favourite element concerning the new product is what it might produce. I suggest, the computing device and the product is all variety of cool and blah blah blah, but what concerns is what really it produces. it could actually seem to be respectable, it will also be slick, it will also be captivating, however what can it really make? It’s the elegance that should be in seeing what comes off the desktop. It’s in regards to the output.”
That’s loads of tremendous counsel to soak in from HP! What are your innovations on the new know-how? tell us in the HP Discusses New 3D Printing know-how with 3DPrint.com forum over at 3DPB.com.[All photos taken on-site at HP in Barcelona by Sarah Goehrke]
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Combined, we have worked in schools for nearly 40 years. In that time, we have been on the receiving end of the sales process for many products and services. We have heard pitches that we expected, and have also suffered through pitches that somehow snuck past our filters. Software, guest speakers, singing groups, hardware, professional development programs, online courses, observation tools, data solutions—we’ve received pitches aimed at solving almost every educational problem, real or perceived.
We don’t mean to make light of such pitches. They are essential to the survival of companies, and they are neither glamorous nor easy to execute. But more often than not, they are the verbal equivalent of someone presenting us with a rapidly moving treadmill and asking us to hop on and start running. Company reps think they are providing a useful onramp. Yet when potential customers jump on it, often times they are immediately knocked off.
Schools are demanding environments where leaders work intently to align the interests and perspectives of numerous constituency groups. Selling into that environment requires, at the very least, choosing the right communication channel, using it in a careful, clear and consistent manner, and working to align your understanding and purpose with the understanding and purpose of your audience.
In other words, what sellers in the educational industry often fail to realize is that selling is teaching—especially when selling to educators.
As a quick sidenote, and in our opinion, it’s okay for companies to sell goods and services to schools. When there is growth in a market, more investment and innovation follows. We genuinely believe it is possible to do well by doing good.A one-size-fits all approach will not help a school implement the technology or foster buy-in.
We also know, however, that there are organizations that look at schools and only see dollar signs. Companies that prey on the vulnerabilities of schools and districts are neither good for the market nor for education. In fact, such conduct becomes morally suspect when considering that the “end users” of educational products and services are young people who often have little agency in what products and services are purchased and used.
If you care about helping schools and forming deep, lasting relationships with the clients you serve, then we hope the following guardrails will be useful for your work.1. Getting Attention: Email Outreach
DO use email as a non-intrusive method of reaching out to school officials. Phone calls (and walk-in appearances) interrupt busy days. The success of your email outreach often depends on the inbox management habits of the recipients (or their assistants).
Be in the mindset that your email campaign will be received properly by those who have their inboxes in order and are probably better leads anyways. (In our experience, people who have the processes and systems to keep their inbound communication channels clean often have the solid foundational understanding of how technological systems work in schools, even if they are not technologists themselves.) Send enough information to convey the idea of your product or service, and then provide options for setting up time to talk or continuing the dialogue via email until a call is appropriate.
If your product or service depends on a phone call to communicate its value, you will likely not survive the recipient’s attention filters.
DON’T overly automate your email processes. Overly automated emails send a clear, negative message to each recipient, telling him or her that he or she is one of many people being messaged by someone who is, most likely, basing success on yield percentages.
Educators intuit that the best way to teach is to make their work personal and to treat each student as an individual. Treating educators as if they are a generalized mass or market will instantly alienate most of them. There are some services that do a commendable job at “personalizing” email outreach campaigns, but one error (for example, an incorrectly established merge field) or lack of care (sending the same exact message to people who work closely together and like to compare notes) can immediately call into question your authenticity. Few sales intentions can survive such inauspicious beginnings.2. First Contact: Scheduled phone call
DO spend more time listening than talking. Demonstrate that you are listening by continually confirming your understanding of the school’s interests and needs. Use the call to demonstrate and deepen your understanding of the school’s particular mission.
Force yourself to see each school as a unique entity, trying to accomplish unique things for a specific set of people. For example, some schools will be focused on rethinking assessment. Some schools may be challenged with diverse learning needs in their population. Other schools will have a social justice mission. Knowing what a school values is the key entry point for a sales conversation. Use research to support the importance of your product or service; it should either be framed as an important entity for people to look into more deeply, or something closely connected to relevant research.
DON’T talk over or through your participants. If they could have simply listened to an audio recording or watched a webinar to gain the information you are sharing, why bother setting up a call?
Also, certain kinds of assertiveness will be off-putting to educators. Do not use statistics or narrow case studies to justify a school’s rationale for considering your product. Every school, like every learner, is different. Generalized solutions will not be compelling. However, you can talk about how a solution worked in one context to inspire curiosity and interest—but not to convince or persuade....what sellers in the educational industry often fail to realize is that selling is teaching...3. Momentum: Face-to-Face Presentation (in-person or video call)
DO sell by teaching. Successful teachers start by understanding what their students know about a subject. From the, they present a variety of ways for students to engage with materials in order to master the topic. They check in continuously, offering feedback to allow for learners to make adjustments. If there is a test, it is used to intensify students’ focus (via studying) and to assess both the teachers’ instructional effectiveness and the extent to which a student truly grasps a concept.
If you’re selling a hammer, for example, teach your customers how to use it. Help them to see themselves teaching differently, more effectively, because of it. Help them become passionate about the tool so that they make your sales pitch for you to the school’s decision makers.
DON’T make everyone carve out time from their days and coordinate their schedules to be at a specific time and place, only to have them believe what was experienced could have been handled via a phone call, or worse, an email. Participants invited to the presentation should be actually and actively called to participate.
Today’s teachers try to avoid asking their students to sit and listen for 30 or 40 straight minutes. If you ask them to do the same for your presentation, then you are merely reflecting bad teaching practice, and many teachers will note this when you leave the room.4. Sale Closed: Onboarding
DO understand the way that work happens in school. The person leading the technical implementation may not be the best person to show how it can be used effectively. Work with the school’s leaders of professional development initiatives to brainstorm the best ways to educate the people who are going to use the product or service. Find a way to adapt to systems that are already in place and already work.
By this point, you should be fluent in the school’s mission, as well. Reflecting it back to the school’s leaders is an effective way to serve the school not as a salesperson but as a true partner.
DON’T assume that all schools are the same. A one-size-fits all approach will not help a school implement the technology or foster buy-in. Some schools move very slowly so as not to cause disruption among an entrenched faculty. Some schools are of the “move fast and break things” variety. Some schools are top-down in nature. Others want all changes to be worked through committees and collaborative practices.
It’s best to know, at the very least, how quickly (or slowly) successful changes tend to happen and to what extent collaboration and input need to be built into the proceedings. You might ask the school’s leaders about a large-scale change they have recently implemented. How long did it take? Did it pass through committees? What communications efforts supported it?Renewing and Expanding Business: Customer Success
Just because you’ve closed the deal doesn’t mean the work is forever finished. Depending on your product or service, your contract period will be annual or multi-year and the renewal and negotiation dialogue is just as important as, if not more important than, the initial sale. To create a lifetime customer:
DO provide honest updates on usage, feedback, and other engagement measures. Send updates regularly to key stakeholders in such a way that they can easily share them with others.
DON’T wait until the contract is almost up for renewal to start a new conversation. If school leaders have been receiving updates from you regularly, they will already know whether or not they want to renew or use again your business or service.
Click ahead to see the unwritten home-selling etiquette rules that can make or break your sale >>>
Click ahead to see the unwritten home-selling etiquette rules that can make or break your sale >>>Photo: Venuestock/iStock; Realtor.com
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Click ahead to see the unwritten home-selling etiquette rules that can make or break your sale >>>
Click ahead to see the unwritten home-selling etiquette rules that can make or break your sale >>>Photo: Venuestock/iStock; Realtor.com
5 Unwritten Home-Selling Etiquette Rules That Can Make or Break Your Sale
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Selling a house takes, well, salesmanship. In other words, you have to prep your house so it looks its best. You have to open your door to strangers who'll traipse through your home, open closets, and ask all kinds of questions. And, you have to do all of this without getting annoyed or overly emotional!
To help clue you in to some moments that might test even the mellowest home seller, here are five home-selling etiquette rules that often trip people up. Keep these in mind to ensure that you don't annoy your listing agent, or scare off that special buyer.
1. Don't take offense when your listing agent says your house 'needs work'
Your listing agent might actually recommend that you make some preliminary fixes or tweaks before you even list the house. Don't be offended by this advice—your agent isn't trying to criticize you as a homeowner or a human being; he's just trying to help you achieve your shared goal of selling the house quickly and for as much profit as possible.
"This is one of the most valuable things I do as a listing agent," explains Bill Golden, a longtime Realtor with Re/Max Metro Atlanta Cityside. "You may not be willing to do everything I ask, but know that this is coming from years of experience. You want to create a welcoming environment."
2. Don't view lowball offers as insults
If someone makes an offer on your home that you think is so low you feel insulted, you might be tempted to ignore the person altogether—but doing so would be a mistake. Someone who makes a lowball offer might be testing the waters or trying to establish room to negotiate. Or it could be a novice at home buying who doesn't realize the offer is insulting. At least keep the door open to further negotiations.
“This strategy is one that is always recommended to my sellers," says Jen Horner, a real estate agent with Re/Max Masters in Salt Lake City. "Take the emotion out of the process, the seller should focus on the numbers at hand and if there may be an opportunity to close the gap between the two parties. You will learn quickly if the buyer is serious if they engage your counter and decide to stay in the purchase discussion.”
Matt Van Winkle, a real estate agent in Seattle, agrees, noting that the lowball buyer might simply be following bad advice.
“Some buyers feel the need to lowball; it makes them think they are 'negotiating,' so don't discount it," he says. "Always counter to make sure that you can still engage buyers who are getting bad advice.”
Watch: Selling Your Home? Make These 6 Improvements First
3. Do respond quickly to offers
No matter how you decide to respond to an offer—be it to accept, counter, or even decline—do so as quickly as you can. Most offers come with a deadline, but that doesn't mean you should wait until that deadline to reply. Remember, your potential buyers are just as eager to find their next home as you were when you bought your house. It's frustrating, from a buyer's perspective, to have to wait on a response, so be courteous and answer as quickly as you're able to.Read Full Article
4. Don't tag along during the home inspection
Once you've accepted an offer, the buyer will likely hire a home inspector to check out your house for any problems. Of course you want to follow along. Who wouldn't? Not only is there a strong curiosity factor at play, but any major problems that are uncovered could put you back into negotiations or give the buyer a reason to back out of the deal. But following along on the inspection is a bad idea for several reasons.
First, any criticisms made during the inspection will likely feel personal—like you're being accused of not taking good care of your home—and you might get the urge to respond and defend your house (and yourself). A huge no-no! Second, having the homeowner lurking around during the process puts the inspector (and buyer, if present) on edge. Resist the urge, and make yourself scarce.
“Buyers feel strange about having the seller around during an inspection, so it is courteous to respect their privacy and let them take a look on their own," Van Winkle says.
5. Do agree to reasonable requests for repairs
After the home inspection, there's a good chance you will be hit with requests for repairs. The buyer has a right to request repairs, or a deduction from the selling price. While you don't want to get nickel-and-dimed with requests for every little thing, it's also not in your best interest to reply with a flat no to reasonable requests that are turned up by the inspection, unless you listed the home "as is" or already priced it under market value to reflect significant repairs you anticipated it needing.
Why? Because once the issue is revealed through the inspection, you can't just ignore it. If it's a costly issue, the buyer can (and seriously might) back out of the deal altogether if you don't make a concession. And if that happens, you'll now be required to disclose that issue to future potential buyers. All in all, don't let a few repairs keep you from the closing table, because going back and relisting your house won't be any better the second time around.
Even better? “Before your listing goes live, your real estate agent should walk through potential scenarios that you may encounter given your current market," Horner says. "Are closing cost concessions normal? What are typical repair requests that may arise during home inspection? Should you fix or not fix prior to listing? It is always better to shed light on potential scenarios before they arise so that you have the time to think through how you might respond."
The post 5 Unwritten Home-Selling Etiquette Rules That Can Make or Break Your Sale appeared first on Real Estate News & Insights | realtor.com®.
Moses Lam and Troy Paquette are capturing, compressing and commercializing something most Canadians take for granted — fresh air.
The pair of Alberta entrepreneurs made headlines back in 2015, largely as a curiosity. Their company, Vitality Air, was reminiscent of the fictional cans of "Perri Air" from the movie Spaceballs.
But Lam says the venture is no joke, and they've been doing about $300,000 in annual sales for the past couple of years through online purchases and retail stores in South Korea.
They're also eyeing a major expansion, working with European distributors and hoping to soon move into the retail markets of the world's two most populous countries.
"We're not in retail stores yet in China or India," Lam said. "Once we do, we expect our sales to be in the millions."
Getting to this point has been a challenge for the unusual company, he added, as many distributors and retailers still aren't quite sure what to make of Vitality Air.
Lam said they're still working on "getting people used to the concept of transporting air from one part of the world to the other."
"There's lots of different air companies — like, there's air-filter companies and there's companies with [breathing] masks," he said. "But ... we're different. We're taking clean and pristine air, and we're moving it from one part of the world to the other. We're not taking dirty air and filtering it."
A bottle of air that comes with a mask and is enough for approximately 160 one-second breaths sells for $32 on the company's online store.
"Our main target market is definitely China, India, Korea, Vietnam, Dubai — the places where there's a lot of air pollution," Lam said.
"In China, we have big CEOs of big companies purchasing our products because they want to experience fresh air, breathe fresh air, so that they can work harder, work longer."
The air comes in two varieties — Banff and Lake Louise — and Lam said it's popular among tourists who have visited the "iconic" Canadian locations and want something other than a keychain or T-shirt as a memento.
"They haven't had a way to take that fresh air home with them as a souvenir," he said. "But now they can."
How it's bottled
The air comes directly from the mountains of Alberta, sucked in through large tubes and into an air compressor mounted on the back of a truck.
"Most of the equipment out there is designed to be in shops — and not designed to be mobile and out into the wilderness," said Paquette, who has a background in commercial diving and handles the acquisition side of the business.
"I took some different compressor units in some different systems that I've learned over the years, and I modified them to be mobile."
The air is tested for quality, he said, before being portioned out into smaller cans that are sold and shipped around the world.
The pair got started in the air business in 2014, when, half as a joke, they tried selling a Ziploc bag of air on eBay, the online auction site.
Someone bought it for 99 cents but they found they lost money on the deal because they had to pay for shipping. So they tried again, at a higher price point, and were pleasantly surprised when an American bidder agreed to buy the next bag of air for $168 US.
"It was really the starting point for our business," Lam said. "We knew there was a market for this product."
They incorporated and sold their first bottle of air in June 2015.
Flavoured oxygen, Banff water
It may sound silly to Canadians who take clean air for granted, but Paquette said there is a genuine market in other countries for imported air.
He compares it to bottled water, which might have seemed ridiculous a few decades ago but is now sold pretty much everywhere.
"Alberta is known for amazing water yet people still buy water from Fiji, right?"
They may be convinced, but not everyone is. The investors on Dragons' Den all said "I'm out" when Vitality Air came looking for an investment
But Lam, Paquette and Roland Hung, who handles the legal side of the business, are sticking with it — and looking to grow.
Vitality Air now also sells a variety of other products, including concentrated oxygen that comes in different flavours.
"So, like strawberry oxygen, grape, root beer," Lam said. "We're going to be coming out with mango oxygen for our Asian markets."
They also have a new, liquid offering called "Myst" that Lam said is basically "water from Banff" that people use as a makeup remover.
"We want to be a nature-based company where much of our stuff is from Alberta and from Banff," he said.
But they remain, first and foremost, a bottled-air company.
"We want to make Canadian fresh air available 24/7," Lam said, "no matter where you're located."
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