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HP2-E50 - Consultative Selling of HP Mission(R) Critical Technical Services - Dump Information

Vendor : HP
Exam Code : HP2-E50
Exam Name : Consultative Selling of HP Mission(R) Critical Technical Services
Questions and Answers : 50 Q & A
Updated On : April 18, 2019
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HP2-E50 Questions and Answers

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HP2-E50 Consultative Selling of HP Mission(R) Critical Technical Services

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HP2-E50 exam Dumps Source : Consultative Selling of HP Mission(R) Critical Technical Services

Test Code : HP2-E50
Test Name : Consultative Selling of HP Mission(R) Critical Technical Services
Vendor Name : HP
Q&A : 50 Real Questions

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HP Consultative Selling of HP

Autonomy boss Lynch ramped earnings ahead of HP deal, courtroom instructed | Real Questions and Pass4sure dumps

LONDON (Reuters) - British entrepreneur Mike Lynch artificially inflated profits at his Autonomy utility business earlier than promoting it to Hewlett Packard for $11 billion, the U.S. firm’s legal professional informed a London courtroom on Monday.

HP is suing Autonomy founder Lynch, as soon as hailed as Britain’s reply to invoice Gates, along with his former finance chief Sushovan Hussain for $5 billion after the 2011 deal went disastrously incorrect for the Silicon Valley community.

Lynch denies any wrongdoing and says HP’s mismanagement changed into responsible for the failure of the acquisition.

HP had bought large information company Autonomy with the purpose of constructing it the center piece of a plan to transform HP from a laptop and printer maker right into a software-concentrated commercial enterprise functions firm, a shift that rival IBM had already pulled off.

however a yr later HP wrote down the value of Autonomy through $eight.eight billion, saying it had uncovered critical accounting improprieties. These have led it to pursue Britain’s largest-ever fraud trial in opposition t Lynch and Hussain.

lawyer Laurence Rabinowicz QC, representing HP, instructed London’s high court that Lynch and Hussain had knowingly been involved in “frequent and systematic false accounting” to create a materially false picture of Autonomy’s price range.

Autonomy had engaged in “income-pumping” via encouraging customers to purchase its items in alternate for purchasing goods from them that it didn't want, restructuring deals to provide upfront license charges, and covertly selling pure hardware no longer even programmed with its software at a loss, he noted.

In 2009, when Autonomy’s profitability became clearly seen to be broken, the company blamed launch prices for a new database search product referred to as SPE, as opposed to these activities, in a call with economic analysts, Rabinowicz noted.

British entrepreneur Mike Lynch leaves the excessive court docket in London, Britain March 25, 2019. REUTERS/Henry Nicholls

A spokeswoman for Lynch said in an emailed remark: “Mike Lynch is blissful to at last have the option to respond in court to HP’s accusations. There changed into no fraud at Autonomy.”

“The real story is that HP, after a historical past of failed acquisitions, botched the buy of Autonomy and destroyed the enterprise, in the hunt for responsible others. Mike are usually not a scapegoat for their screw ups.”

Lynch’s spokeswoman noted the case “distilled all the way down to a dispute over differences between UK and US accounting systems”.

Rabinowicz, however, spoke of in courtroom the concerns had been no longer a matter of advanced fiscal niceties however quite of clear intention. “here's no longer a company dispute about a way to apply accounting methods,” he stated. “here is a fraud case.”

Lynch followed proceedings from a lower back corner of the court, occasionally scribbling notes or sending messages on his telephone.

The fifty three-yr-ancient, who also faces crook wire- and securities-fraud fees within the u.s., which lift a maximum 25-year detention center term, is likely to appear earlier than the London court docket round July.

Lynch obtained about $800 million for his stake in Autonomy, which all started to turn bitter earlier than it become achieved.

Many shareholders baulked on the seventy nine percent top rate, and the architect of the strategy, then-chief govt Leo Apotheker became sacked.

Slideshow (5 photos)

Lynch turned into subsequently fired by Meg Whitman, who took over as HP CEO in 2012.

both former CEOs are likely to appear as witnesses in the trial, which is expected to continue except the end of the 12 months.

additional reporting by means of Paul Sandle; editing via Alexander Smith

'you are f***ing toast': HP posted tech investor Mike Lynch's foul-mouthed emails as a part of a $5 billion fraud trial | Real Questions and Pass4sure dumps

Hewlett-Packard's $5 billion legal fight against two of its own former executives kicked off on Monday in London's excessive court docket. or not it's the uk's greatest fraud trial, centring on HP's $eleven billion acquisition of British software firm Autonomy.

The Silicon Valley colossal has accused Autonomy's former CEO and cofounder Mike Lynch and its ex-CFO, Sushovan Hussain, of fraud and inflating Autonomy's cost in the run-up to the sale, leading HP to wildly overpay. The $eleven.1 billion cost tag become a seventy nine% top rate on Autonomy's share expense on the time.

In its opening arguments on Monday, HP argued that Autonomy's executives knowingly cooked the enterprise's books in guidance for a probable mega-sale, between the starting of 2009 to early 2011. HP obtained the enterprise in October 2011, and subsequently wrote $8.eight billion off its cost.

Laurence Rabinowitz QC, for HP, argued that Hussain and Lynch gave a "deliberately false and misleading influence as to what [Autonomy's] sources of profits have been."

examine extra: HP's blockbuster $5.1 billion criminal fight against Autonomy's former CEO Mike Lynch kicks off nowadays

Sushovan Hussain, Autonomy's former CFO. Autonomy

Lynch heard HP's arguments from the court docket's public gallery, wearing a sombre expression and dressed in a dark swimsuit and blue tie. His co-defendant Hussain continues to be in the US, the place he became convicted in a separate criminal trial over the HP-Autonomy deal and awaits sentencing.

HP published early Autonomy emails displaying former CEO Lynch swearing at personnel

HP will searching for to steer the decide that Autonomy lied about how it become definitely making funds, that HP's leadership did not discover this unless after the acquisition, and that Lynch and Hussain certainly were liable for defrauding the company.

Lynch's camp will argue that any loss in Autonomy's value happened after the acquisition, and that it became HP's own fault for no longer managing the mixing between both establishments thoroughly. Lynch's attorneys will also argue that he, as CEO, changed into not liable for the enterprise's funds at a granular level and wasn't monitoring each deal.

On Monday, HP attempted to resolve the thought that Lynch become a fingers-off CEO.

In its opening submission, the firm described Lynch as a "controlling and demanding individual" who did take a detailed activity in particular person deals and the aspect of revenue.

HP published an e mail from Lynch to highlight his close activity in a US executive deal that changed into in danger of collapsing. "If there's any difficulty I need to find out about IT IN A F***ING MILLISECOND from all of you," Lynch wrote, in accordance with the documents.

HP delivered in its submission: "this is now not the stance of a statesman viewing the enterprise from 10,000 ft."

An interior Autonomy email, posted by means of HP, showing former CEO Mike Lynch swearing at body of workers. HP

HP introduced that Lynch changed into chargeable for growing an "oppressive work ambiance" the place employees felt big pressure to make funds.

In one other email from 2010, Lynch wrote to a earnings representative: "[You] ever send me an e-mail like this once more AFTER the event and you are f**ing toast, I swear if I could squeeze down a cell line to California you may get to understand without delay how the f*** I feel about this."

HP alleged Autonomy used transactions to make its core application enterprise seem to be more healthy

Leo Apotheker, the ousted HP CEO accountable for the Autonomy acquisition in 2011. AP

talking on the high court on Monday morning, HP's QC Rabinowitz focused intently on how Autonomy recorded its revenue within the run-as much as acquisition.

at the time of its acquisition, HP spoke of, Autonomy billed itself as a application company that analysed structured and unstructured records.

but, the firm argued, Autonomy failed to in reality make all of its revenue through licensing out or selling that utility, and in its place recorded a number of sorts of "incorrect transactions" that made its core enterprise look healthier than it in fact became.

as an example, HP stated, Autonomy bought and resold "sizeable" amounts of servers, laptops, keyboards, and mice at a loss, which had little to do with its core application business.

Most of this hardware did not come pre-loaded with Autonomy's utility, HP talked about, and there became no "commercial motive" for promoting this equipment apart from to inflate revenue figures. The hardware enterprise accounted for roughly $200 million of Autonomy's profits between 2009 and 2011, or 11% of its total company.

HP talked about it wasn't aware about this great underlying hardware business until after it received Autonomy. HP additionally took concern with Autonomy's use of resellers, and brief-term deals that made instant income growth seem decent but would cost the business in the long run.

The enterprise argued in its opening submission:

"removed from being a excessive margin, 'pure application business', Autonomy changed into meeting its salary and income growth targets by means of easily purchasing and promoting third birthday party hardware, without any connection to Autonomy application. Autonomy became also the usage of a number of different fraudulent instruments to speed up earnings that should still had been known in a later quarter or to invent earnings that not ever existed within the first location. as soon as these fraudulent practices are stripped away, it becomes clear that, in actuality, the Autonomy community become experiencing little boom and changed into falling normally wanting market expectations."

however Lynch's legal professionals, in their opening submission, say HP did be aware of concerning the hardware revenue. They failed to deny the enterprise sold hardware, however couched this as a advertising and marketing approach to shield its company.

Lynch and Hussain have denied all of HP's allegations, and their lawyers will make their opening arguments later this week. Lynch has countersued HP for $a hundred and sixty million.

The trial continues.

HP inventory appears low-priced, but I may not purchase It for that reason | Real Questions and Pass4sure dumps

there may be no question that HP (NYSE:HPQ) feels like a price stock. The business expects to produce round $2.17 in per-share adjusted gains this year, inserting the cost-to-profits ratio at a miserly 9. HP is valued at about $30 billion, simply eight times its full-12 months assistance for free of charge money flow. it's the variety of depressed valuation that constantly piques my pastime.

but I haven't any activity in investing in HP. The difficulty isn't how a whole lot money the business makes; it's how the business makes its cash. HP sells PCs, printers, and resources for those printers. PCs account for the majority of profits, however the printing company debts for the bulk of income.


2018 salary

2018 working earnings

2018 operating Margin

own systems

$37.7 billion

$1.41 billion



$20.8 billion

$three.32 billion


information supply: HP.

in the printing section, resources account for roughly two-thirds of total income. HP follows a razor-and-blades model for its printing enterprise. It sells low-margin hardware, which then wants a continuous supply of high-margin resources. or not it's secure to claim that the majority of HP's printing gains, and as a result a majority of its typical earnings, comes from promoting printing resources.

A woman holding a sheet of paper near a printer.

graphic supply: HP.

A crack within the popularity quo

This model has labored well for a long time. it be now not that americans weren't mindful that printer ink is expensive -- it's a part of the human condition to be aggravated on the excessive can charge of printer ink. it's more that there have been limited options to buying elements from any individual but HP, brick-and-mortar dealers, or HP resellers, specially on the industrial aspect.

it's taken a while, however e-commerce looks to now be within the technique of critically disrupting HP's printing supplies cash cow. HP stated a 3% 12 months-over-year decline in printing resources sales in its fiscal first quarter. The enterprise blamed industrial customers for more and more moving their purchases on-line, the place HP has a lessen market share. consumers have also turn into greater expense delicate, which places power on deliver pricing.

Third-celebration ink cartridges don't seem to be new, but HP is discovering it harder to compete. CEO Dion Weisler defined all over the primary-quarter revenue call that the growth of e-commerce has enabled aftermarket producers to put money into better expertise sooner than during the past, which has ended in "a quicker deceleration in our aftermarket share on some newer structures than we expected."

i would not be all that involved if HP's pricing was simplest marginally better than aftermarket alternatives. A industrial consumer is rarely going to change far from HP for substances if the reductions are small, chiefly due to the fact that aftermarket components may additionally or may additionally now not be of the equal pleasant. but the discount rates don't seem to be small. HP loses badly on pricing.

How badly? right here's an inventory of latest prices for a number of ink and toner cartridges on each and, a third-party ink vendor. The third-birthday party cartridges are remanufactured but compatible with the mentioned models:



OfficeJet professional 8710

952XL high Yield Black

$forty four.ninety nine 


color LaserJet enterprise M553dn

508X excessive Yield Yellow

$321.ninety nine 

$79.ninety five 

LaserJet pro MFP M521DN

55X high Yield Black

$250.ninety nine 


information sources: HP and

Pricing is just as lopsided on the customer side. actually, Costco presents ink cartridge refills at some places beginning at $6.99. That 952 XL Black cartridge within the preceding desk can also be refilled at Costco for $14.ninety nine.

This does not strike me as a sustainable situation for HP.

no longer a chance i'm willing to make

To invest in HP today, you need to be willing to guess that the reputation quo goes to stay generally intact for the foreseeable future. You have to believe that HP will continue to be able to charge inflated fees for printing supplies while not dropping an awful lot market share.

on account that HP is now admitting that on-line aftermarket agents are a large difficulty, it's a jump of faith I simply can not make. profitable again market share goes to require reduce prices, and lessen expenditures will result in declining margins. That might hit HP's base line complicated given its dependence on printing components.

maybe HP's high-margin resources company is more sustainable than it appears to me right now. perhaps, if it does decline, it's going to decline slowly ample to be offset by using boom somewhere else, like 3D printers.

Or perhaps HP's substances company is at last being disrupted. Razor-and-blades business models do not seem to ultimate always. simply ask Gillette.

HP was caught off look after through online competition in the first quarter. If here's the starting of a reckoning in the printer resources business, even a overwhelmed-down valuation is never enough for me to are looking to purchase the stock.

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Consultative Selling of HP Mission(R) Critical Technical Services

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To Create Big Value, Don’t Be Shy | real questions and Pass4sure dumps

Tech-enabled transformations are still in the early stages in many advanced industries. Early movers with the right strategy can reduce costs and leapfrog competitors.

Whether you design automobiles, work as an aerospace engineer or sell medical equipment, there comes a time when you’re likely to have exhausted the traditional levers for growth. It’s a bit of a confounding moment and it requires a new range of creative solutions to make progress.

Naturally, this causes some anxiety, and while there is realization that digital tools can be a gamechanger, there is still reticence to embrace them fully. Reasons vary – from management mindset, to increased workload, to lack of skills to manage big data or develop new digital tools. Readiness even varies significantly by variables such as company, region and role.

Venkat Atluri is a senior partner in the Chicago office of McKinsey & Co. He has worked in product development and management for General Electric and 3M. (Image source: McKinsey &Co.)

Our studies have found leading companies were more likely to use digital tools at every phase of the research and development (R&D) process. The laggards might use digital tools for technical activities but not for management activities, such as planning and project management. Those in the vanguard were particularly likely to use product data management (PDM) and product lifecycle management (PLM) systems, citing the benefits such systems provide in reducing both product and development costs.

In a recent compendium of work produced by McKinsey & Company, including The Trillion Dollar Question for Advanced Industries: How to Extract Full Value from Technology, we take a closer look at how technology can enable transformations that improve margins and return growth.


What prevents companies from diving into the deep end of the pool?  Four main factors stand out:

  • Management mind-set: Managers either mistakenly believed they already had all the necessary capabilities in-house or were reluctant to make the leap to untried and potentially incomplete new approaches.
  • Organizational and cultural issues: Most R&D staffs were struggling to fulfill their basic mission and management thought the move to digitization would be an added burden.
  • Skillset: Most companies lack the capabilities to make this transition, especially when it comes to managing big data or developing new digital tools.
  • Risk averse: Some companies are reluctant to make large investments in unproven technologies or where standards have yet to emerge.
  • Dive In

    In a time of economic uncertainty, the fact remains that there exists tremendous opportunity for established companies to dive into the deep end of the pool and reap the rewards – as much as $2 trillion in total return to shareholders.

    Though it is true that advanced industries, and in particular, R&D, have been slower to digitize than many other sectors, there remains a sometimes-overlooked silver lining. By simply introducing technology and transparency into decision-making and operations, engineers and R&D staff are often more empowered, enjoy a better experience and can focus on what they like most -- building & designing.

    Satya Rao is a partner in the in the Chicago office of McKinsey & Company. He holds a master’s degree in computer engineering and has directed integration of hardware and software of handsets. (Image source: McKinsey &Co.)

    In an essay, we have examined the challenges and opportunities that come with tech-enabled transformations. Among them is that companies can take a piecemeal approach, leading to suboptimal outcomes. This occurs when they are adopting artificial intelligence, machine learning, cloud services and a host of other technologies on a case-by case basis, instead of selecting technologies to serve their strategy or meet specific goals. Success depends on a holistic approach to transformation. However, the opportunities and path to success is clear: Define your aspirations, link them to sources of business value, work out which technologies you will transform. Double down on that bet.

    In 2017, we surveyed executives developing Internet of Things (IoT) solutions and found that half had been running customer pilots for two years and more than 25 percent ran those pilots even longer. This is what we call “pilot purgatory.”

    Pilot Purgatory: How to Escape

    Though our data demonstrates that “pilot purgatory” is a common occurrence, it doesn’t have to be. We’ve hatched an escape plan for pilot purgatory:

  • Use closed-loop processes to generate customer insights
  • Translate them into product features and services
  • Rapidly deploy these elements with the customer
  • Test the impact
  • Repeat as necessary
  • These steps effectively describe what we call “design thinking.”

  • Companies should find partners to share data and insights and create mutually-shared value, or what we call an “ecosystem”
  • Understand your current situation and set a baseline. When doing so, be realistic about your starting point and digital maturity
  • Take a step back and consider what you want to achieve. It can be easy for a company to get overwhelmed, so evaluate your whole business to see where technology could unlock the greatest value
  • Be bold and transform. It would be easy to settle for incremental gain, but instead set a bold aspiration to ensure the changes you make don’t just reinforce the status quo
  • Unlocking Profit from Research & Development

    Traditional approaches to R&D efficiency—peer benchmarks, lean engineering, trial and error—are producing diminishing returns and ceasing to confer competitive advantage. The fundamentals of tech-enabled R&D efficiency are a shift to agile iterative product-development cycles and the rapid deployment of digital- and analytics-based productivity techniques.

    Consider a typical company where engineers use ten or more systems in a typical day’s work, ranging from timesheets, emails, and project plans to bills of materials and suppliers’ systems. By integrating data from all these disparate systems into a common structure, the company can use machine-learning algorithms to track metrics dynamically and extract powerful insights that provide a fact-based, granular guide to sources of value.

    One aerospace and defense company applied advanced analytics to identify productivity drivers and metrics in its software engineering. It began by creating a data lake that combined data from a dozen or so sources, including the enterprise value-management system, software code tracking, timesheets, and Microsoft Exchange. Then it ran multivariate algorithms to identify factors that correlated to productivity metrics. It found, for instance, that replacing late-stage software testing with early-stage testing using automated scripting would improve productivity by five percent. Finally, the company created a business case and action plan to address target initiatives. This entire process was completed in just 16 weeks, thanks to a sprint-based approach that combined traditional engineering practices with advanced analytics. As a result, the company reduced software defects by 35 to 50 percent and increased engineering capacity by 20 percent.

    Success in Five Steps

  • Listen to your customers. They know what they want when they see it, even though they may not be able to articulate it in advance. Invest heavily in customer insights to identify pain points in the user experience, and pressure-test your new offerings with customers to ascertain what they are willing to pay for.
  • Place big bets. It’s fine to fail fast, but avoid spreading your investment across too many ideas. Successful organizations prioritize a few big bets that get the lion’s share of management attention. Having identified your big bets, consider novel ways to organize around them. Some tech-enabled industrial companies use a VC-like governance structure with a digital unit reporting directly to a “digital board” comprising the CEO, CTO, and CFO. Such a structure ensures that funding is based on reaching milestones, that issues are resolved quickly, and that the core business stays focused on the core.
  • Adopt agile product development. Set up small, autonomous, cross-functional teams that can get close to customers, fail fast, and pivot to the next opportunity. Traditional product development cycles are a recipe for failure, as they can’t keep up with advances in technology and data.
  • Build out your ecosystem. Commercial as well as technological partnerships are essential to moving fast and scaling effectively. Building and maintaining a robust ecosystem of partners demands dedicated resources.
  • Establish the right go-to-market capabilities. Selling tech-enabled products is nothing like selling traditional hardware. It requires knowledge of consultative selling, software bundling, and unfamiliar sales cycles and solution architectures. Expecting your traditional sales channels to convert customers quickly or bolting a digital sales group onto a traditional organization could spell disaster. Instead, develop a clear customer interaction model and overhaul your sales structure, processes, enablement strategies, and incentives.
  • New Battleground

    Successful innovation relies not only on sound data and technology but on a deep understanding of how to use them to tap into new sources of value.

    Though tech-enabled transformations in advanced industries are still in the early stages, companies have no time to lose. An early mover with the right strategy could not only reduce costs across the board, but leapfrog competitors. Smart companies can capture disproportionate value by gaining market share from peers or by being the first to respond to radical shifts in customer behavior.

    For established companies, this is a critical juncture.  Many companies will stick to their core values, protect market share and struggle. The few with vision and courage are taking the plunge into a future that can be at once profitable, provide measured growth and transformation.

    Sunbelt System Software Signs $7.5 Million Commitment to NSI Software for Distribution of Double-Take in Europe | real questions and Pass4sure dumps

    HOBOKEN, N.J.--(BUSINESS WIRE)--March 1, 2004--   Sunbelt continues as exclusive dealer of Double-Take, the de facto standard for data replication in Europe and expands reach into the Pacific Rim  

    NSI Software, Inc. (NSI(R)) today announced a renewed commitment from Sunbelt(R) System Software as the exclusive distributor of the NSI Double-Take(R) data replication software in Europe. The deal is valued at $7.5 million and includes Sunbelt's continued distribution of NSI products in the Middle East, South Africa and Korea, as well as expansion into Australia and New Zealand.

    Sunbelt System Software is a leading distributor of best-of-breed Windows solutions. An NSI partner since 1998, last year sales of Double-Take accounted for 75 percent revenue growth for Sunbelt. The market for storage replication continues to rapidly expand, fueled by stringent data protection legislation that makes business continuity solutions a top priority for European Union companies.

    "NSI Software's Double-Take software continues to be a best-selling product for Sunbelt because of its unmatched quality and usability for ensuring the availability of critical business data - a very real executive concern for companies establishing top-quality business continuity practices," said Jo Murciano, CEO at Sunbelt System Software. "The European marketplace continues to see phenomenal growth for data replication within the overall market for Windows-based storage solutions. Sales of Double-Take software contribute to a significant portion of our business."

    "Strong international sales of Double-Take are a direct result of our solid relationship with Sunbelt," said Don Beeler, president and CEO of NSI. "Their commitment and understanding of the Windows storage market is a cornerstone of our continued international expansion, as customers around the globe embrace Double-Take as the de facto standard for data replication."

    Double-Take combines continuous real-time replication and failover to provide high-availability, centralized backup and disaster recovery. Double-Take is used by industry leading financial services, healthcare and government organizations, among others, to cost-effectively protect data and applications locally or remotely with minimal impact on network or system performance. Double-Take offers protection on servers and NAS enabling organizations to replicate and protect mission-critical data residing throughout their environment. It is more affordable than synchronous mirroring and enables quicker recovery from a system outage than tape backup.

    Double-Take is hardware and storage independent and is Microsoft(R) Logo Certified.

    About Sunbelt System Software

    Sunbelt System Software is part of the French-based Sunbelt International Group, which includes Sunbelt Software Inc. in the United States and Sunbelt System Software in Europe. Sunbelt has 20 years of international experience in supporting mission critical systems for the world's largest corporations. Customers are supported internationally through offices in the UK, France, Sweden, Germany and the United States. Revenues from all operations were more than $25 million in FY 2003. Sunbelt Software Inc. is a member of the 2001 Inc. 500 list of America's fastest growing companies.

    For more information on Sunbelt System Software, visit, call 33-1-47770500 or email You can also register for our Newsletter W2Knews by going to

    About NSI Software

    Established in 1991, NSI Software, Inc. (NSI) is a leading developer of patented, award-winning and the most widely deployed data replication technologies and services. NSI Software products, including Double-Take(R), GeoCluster(R) and Balance(TM), enable companies to recover quickly and easily from disasters and continue to provide business-critical information for demanding customer environments. Privately funded, NSI has strategic technical and marketing relationships with industry leaders including Microsoft, IBM(R), Dell(R), HP(R), SunGard(R) and many others. NSI Software works with its OEM partners and reseller channels to deliver comprehensive solutions and support to business users.

    For more information on NSI Software, visit, call 1-888-674-9495 or email You can also sign up to receive updates from NSI Software by going to

    Double-Take(R), GeoCluster(R) and NSI(R) are registered trademarks of NSI Software, Inc. Balance(TM) is a trademark of NSI Software, Inc. Microsoft, Windows, and the Windows logo are trademarks, or registered trademarks of Microsoft Corporation in the United States and/or other countries. All other trademarks are properties of their respective companies.

    Yosemite Technologies Teams With Ingram Micro To Simplify The Purchasing Process For Solution Providers | real questions and Pass4sure dumps

    May 10, 2004 08:39 ET | Source: Yosemite Technologies

    FRESNO, Calif., May 10, 2004 (PRIMEZONE) -- Yosemite Technologies, a leading developer of multi-platform backup and recovery software solutions, announced today that it has signed an agreement with Ingram Micro Inc. (NYSE:IM), to make its flagship product, TapeWare, available through the distributor's electronic software licensing offering in North America. Ingram Micro is a leading technology sales, marketing and logistics company.

    Electronic licensing simplifies the purchasing process for VARs and system integrators as well as end users who seek fast delivery of backup software solutions. "SMEs demand quick and easy access to solutions that are vital to their business critical environment," stated John Maxwell, vice president of worldwide marketing at Yosemite Technologies. "Yosemite's motto is 'Backup Simplified.' We are dedicated to offering our customers a very powerful, easy-to-use and cost-effective backup solution and now an extremely simple way to purchase it."

    Electronic licensing for TapeWare allows for faster delivery of backup solutions via key code and a dedicated help desk representative for sales support. Yosemite will offer comprehensive SKUs, which includes Yosemite Care, an annual maintenance and upgrade contract designed for simplified support and automatic upgrades. Combining Yosemite Care with its corresponding Yosemite product provides customers with a complete backup solution while offering lower total cost of ownership (TCO).

    "Ingram Micro has enjoyed a successful channel partner relationship with Yosemite, and this agreement is an extension of that success," said Jim Harr, vice president, purchasing, Ingram Micro North America. "By offering TapeWare through Ingram Micro electronic software licensing, Yosemite Technologies is simplifying the purchasing process for VARs and system integrators, making it easier and more cost-effective for them to meet customer demands."

    For more information on the solution, please visit the company's web site at, or contact the Yosemite Technologies Licensing Desk at Ingram Micro by phone at (800) 456-6783, ext. 76499, or by e-mail at

    About Yosemite Technologies

    Yosemite Technologies is a global provider of enterprise-caliber backup solutions for the small-to-medium enterprise (SME). Yosemite's flagship product, TapeWare(R), provides a single solution for environments running Microsoft(R) Windows, Linux, Novell NetWare(R) and UNIX. Yosemite has developed strong technology and channel partnerships with leading companies including HP, Dell, Microsoft, Certance, Ingram Micro and Gateway. The company's commitment to Backup Simplified(TM) represents Yosemite's focus on delivering products that offer unmatched performance, ease-of-use and value. Founded in 1996, Yosemite Technologies is a privately held company located in Fresno, California. For more information, visit

    About Ingram Micro Inc.

    As a vital link in the technology value chain, Ingram Micro creates sales and profitability opportunities for vendors and resellers through unique marketing programs, outsourced logistics services, technical support, financial services, and product aggregation and distribution. The company serves 100 countries and is the only global IT distributor with operations in Asia. Visit

    TapeWare and Yosemite Technologies are registered trademarks of Yosemite Technologies, Inc.

    The Yosemite Technologies logo is available at

    Yosemite Technologies John Maxwell Tel: (559) 449-8181 Email: KLR Communications Kelly Reeves Tel: (949) 722-1188 Email:

    Fresno, California, UNITED STATES

    Yosemite Technologies John Maxwell Tel: (559) 449-8181 Email: KLR Communications Kelly Reeves Tel: (949) 722-1188 Email: Yosemite Technologies Logo

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    HP HP2-E50 Exam (Consultative Selling of HP Mission(R) Critical Technical Services) Detailed Information


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