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Vendor : HP
Exam Code : HP2-E57
Exam Name : IT to Business Alignment - HP Always On(R) Support Services
Questions and Answers : 40 Q & A
Updated On : April 19, 2019
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HP2-E57 Questions and Answers

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HP2-E57 IT to Business Alignment - HP Always On(R) Support Services

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HP2-E57 exam Dumps Source : IT to Business Alignment - HP Always On(R) Support Services

Test Code : HP2-E57
Test Name : IT to Business Alignment - HP Always On(R) Support Services
Vendor Name : HP
Q&A : 40 Real Questions

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HP IT to Business Alignment

6 tips on how to more desirable align IT with the company | Real Questions and Pass4sure dumps

How collaboration apps foster digital transformation

report: SDG alignment generated $233bn in enterprise profits ultimate yr | Real Questions and Pass4sure dumps

by moving to embed the aims of the UN's 17 Sustainable construction goals (SDGs) into their sustainability innovations, 13 of the realm's greatest corporates have collectively generated $233bn of profits.

Aside from raw revenue, Trucost claims that SDG alignment can boost a company's social value and help it to prioritise risks and opportunities

aside from uncooked revenue, Trucost claims that SDG alignment can enhance a company's social price and aid it to prioritise dangers and alternatives

this is the important thing finding of a new file from financial assessment enterprise Trucost, which analysed the benefits that the 13 organizations had reaped from taking SDG-aligned actions throughout their price chains, from uncooked fabric sourcing to product and packaging disposal.

overlaying organisations such as technology big HP, fitness and wonder chain Walgreens Boots Alliance and power establishments Iberdrola and Ørsted, Trucost’s evaluation displays that the 13 groups at the same time generated round $233bn of 'SDG-aligned' company revenues in 2017.

in view that the agencies mutually list annual revenues of $266bn, this figure bills for as tons as 87% of every company’s individual earnings.

The evaluation was performed with the support of Trucost’s newly-developed SDG contrast device, which goals to assess whether a company has executed “holistic” alignment with the SDGs, based on its sector and site.

The device takes under consideration the extent to which an organisation is uncovered to SDG-connected risks; the actions it has taken to mitigate terrible influences on society and the ambiance; the high quality contributions it has made to the SDGs and whether its method is balanced.

Developed with potential from the likes of the London school of Economics, the UN international Compact and the world enterprise Council for Sustainable development, the device become trialled on 34 groups earlier than being launched on Monday (5 November).

apart from generating uncooked salary, TruCost’s managing director and international head of corporate enterprise Libby Bernick explained that the tool was designed to assist organizations establish SDG-aligned enterprise price, prioritise hazards and opportunities and replace their sustainable increase suggestions.

"Working with a diverse latitude of corporations and market experts has enabled us to develop a strong framework to investigate SDG-aligned enterprise value in order that it is related throughout business actions and regions," Bernick referred to.

"we're grateful for the collaboration of our application contributors in assisting to address starting to be demand for holistic SDG metrics to meet the choice-making wants of traders, company boards, and other market contributors."

The 13 groups to had been analysed within the report are Walgreens Boots Alliance, Tarkett, Spectrum brands Holdings, S&P world, Rockwool neighborhood, Ingersoll Rand, HP, CLP Holdings, Arm, AMD, Aguas Andinas, Iberdrola and Ørsted

SDG obstacles

seeing that the disclosing of the framework in 2015, 193 countries, 9000 agencies and buyers with greater than $4 trillion in property have pledged their guide to the SDGs.

but as more and more agencies move to align with all or some of the world goals, fresh analysis via KPMG discovered that businesses are nevertheless struggling to obtain boardroom purchase-in for motion on the SDGs as a result of a lack of attainable metrics for tracking progress against their goals.

In other phrases, regardless of recent stories suggesting that as lots as $12trn and 380 million jobs can be generated with the aid of 2030 if the SDGs are placed at the heart of international financial ideas, case reviews proving the certain merits of adopting each and every and all the goals at a enterprise stage is rare.

in a similar fashion, PwC has discovered that two-fifths of organizations are nevertheless failing to have interaction meaningfully with the SDGs, whereas the UN international Compact has concluded that the inner most sector is failing to observe through on commitments.

These findings, compounded via the uk Stakeholders for Sustainable development’s (UKSSD) claims that the nation is only performing smartly on 24% of goals considered relevant to the home start of the goals, spurred the united kingdom govt to launch its first evaluate into enterprise efficiency in opposition t the SDGs earlier this 12 months.

Sarah George

The precise 10 partner Takeaways From HP Reinvent 2019 | Real Questions and Pass4sure dumps

solution suppliers praised the multitude of innovations unveiled by way of HP Inc. at Reinvent 2019 in purple-hot areas equivalent to security, features and place of work contraptions.

HP also used the world partner convention--attended by means of more than 1,four hundred companions--to roll out enhancements to its channel portals, convey a focus on sustainability and emphasize the need for connecting with more youthful generations of users.

[Related: HP CEO Weisler On The Shift To Services: 'There Is Really No Alternative']

CRN spoke with a number of solution providers on the convention this week in Houston to get their standpoint on the huge bulletins. What follows are the 10 accurate accomplice takeaways from HP Reinvent 2019.

The quick pace Of Innovation Continues

Judging through the large bulletins from Reinvent 2019, HP is maintaining the tempo on innovation throughout both its personal methods and print businesses, noted Rick Chernick, CEO of green Bay, Wisconsin-based mostly camera corner Connecting aspect. New safety options for PCs and printers, updated conferencing devices and a spotlight on attractive to younger generations had been among the many highlights, Chernick spoke of.

"if you study all of the diverse innovations that they got here out with, or not it's relatively great," Chernick observed. "It fires me up to head domestic and sell whatever thing new to my purchasers, and are available out of here with a great experience of achievement."

Terry Joslin, a main at Waltham, Mass.-based mostly NWN, observed that HP is "innovating and on the cutting edge" in numerous areas--whereas their courses for partners are becoming more advantageous, too. "it's simply clean. i've been a companion with them for over 25 years, and these are one of the crucial decent instances," Joslin pointed out. "The management is definitely good. they're focused. and that they really do take heed to their companions."

focus On "everything-As-A-service"

HP's expansion into device-as-a-provider (DaaS), constructing on its efforts round managed print services (MPS), represents an immense boom possibility for partners, referred to Matthew Schotten, vice chairman of managed print options at Oklahoma city, Okla.-primarily based ImageNet Consulting.

"ordinary we're simply excited about HP because their vision is precisely aligned with the path of our enterprise--which is truly 'every little thing-as-a-carrier,'" Schotten stated. "I feel there are loads of commonalities in the price proposition of printing as-a-service and computer as-a-provider. We feel there are awesome synergies from each of those things."

device-as-a-carrier opportunity

ImageNet, which has rolled out a protection-concentrated answer for shoppers based around HP's DaaS providing, is positive that equipment-as-a-carrier might have a "faster increase curve" than did MPS, Schotten referred to. "If we see a fast growth with that, I suppose our enterprise may see massive returns in our enterprise," pointed out Schotten, whose firm received a accomplice of the 12 months award together with the good DaaS companion award from HP at Reinvent 2019.

NWN has additionally been specializing in DaaS and MPS, and people capabilities are presently "up and to the right," Joslin mentioned. those services are additionally "beginning to get more expertise-enabled" with extra construction from HP, which is a welcome sign, he referred to.

At Reinvent 2019, HP mentioned or not it's seeking to stronger permit partners to participate in as-a-provider corporations with the new HP integrated monetary solution. The financing aims to supply HP as-a-service companions with more flexibility to at once grow a services company. advantages of the financing choice consist of rapid credit score approval, computerized document management and digital signature and invoicing.

An increasing variety of IT purchasing choices are being made via people in the millennial era, and many "do not want to purchase a device anymore--they need to buy an influence," observed Andy Jones, CEO of Cleveland-based MCPc.

New DaaS safety carrier

Palo Alto, Calif.-based HP unveiled a new security provider for safeguarding against malicious files and hyperlinks on home windows 10 PCs--including for PCs from providers apart from HP. The HP DaaS Proactive protection carrier makes use of possibility isolation technology to offer protection to endpoints towards malware, enabling clients to access net links and files in an remoted atmosphere that can't harm an organization's programs.

The safety carrier is purchasable for channel partners to resell, both as a part of an HP DaaS contract or as a one-time transactional provider combined with an HP DaaS Proactive management service plan. moreover, the provider expands the analytics and reporting of HP's TechPulse software, which thus far has concentrated on proactive identification of device considerations and now contains safety-selected telemetry. TechPulse is a key factor of HP's DaaS offering.

Juan Fernandez, vp of managed IT functions at ImageNet Consulting, cheered the circulate by means of HP to head deeper on endpoint security while additionally adding to the cost of the TechPulse application. "no one else is doing this," Fernandez noted. "HP already had a pretty good play with TechPulse. but for people who are attempting to undertake [TechPulse] into an MSP observe, with HP overlaying it with safety, it's a no brainer."

AI-pushed safety software

HP also unveiled new application that makes use of synthetic intelligence to block malware in close-true-time, including previously unknown malware. The utility, known as bound feel, should be attainable on opt for PCs beginning in may additionally. it's going to use a deep-studying engine to learn what malware looks like and shut the threats down straight.

Fernandez stated that the flow deeper into protection utility by using HP—which has already "hardened" the hardware security layer on its PCs—is a wise one.

"What they're doing with AI, that is simply a long way beyond what we've got ever seen before," Fernandez referred to. "this is the energetic mitigation of assaults on a laptop in real time. or not it's an immense announcement for HP to get into that game. it's no longer a traditional HP play."

Connecting To younger Generations

HP used its Reinvent 2019 to spotlight the need for partners to consider the altering expectations of the personnel as millennials—and now Gen Z—make up an expanding component of people. A dialogue between HP CEO Dion Weisler and Michael Gross, vice president of coworking big WeWork, concentrated on key tendencies such as the undeniable fact that younger generations of employees are less attracted to owning and more drawn to subscriptions. meanwhile, a discussion between Enrique Lores, president of HP's imaging and printing company, and Nina Garcia, editor in chief of vogue journal Elle, checked out tendencies equivalent to how younger generations have a enhanced affinity for items that are personalized.

HP is doing an excellent job of maintaining with key tendencies from younger generations and sharing these insights with companions, pointed out Allan Doehler, associate alliance supervisor at Markham, Ontario-based Pivot expertise options.

"lots of our enterprise is in the business space, and we're taking a look at storage, servers, networking. however then in case you seem to be on the side it is a completely distinct animal—a special way of life," Doehler referred to. "i am completely satisfied that they're able to engage with Elle and WeWork, and businesses like that. it be extraordinary. they're very on top of what is happening. They seem to be able to supply us the advice on the markets we deserve to go into--what we need to examine and the place our growth's going to be."

3-D Printing: Challenges And alternatives

ImageNet has made fundamental investments into being capable of supply HP's 3-D printing systems—including each the fashioned Multi Jet Fusion device (focused on printing production-ready elements) and the smaller new programs (which could print in color and are concentrated on prototyping). "it be a dangerous company to get into, for HP and us," Schotten talked about. "but identical to HP's committed to it, and made massive bets there, we're doing the identical."

ImageNet is among the few MPS providers that has accelerated into three-D printing with HP, Schotten referred to. The solution company's investments have covered opening a facility in Dallas that includes demo gadget from three-D printing carriers including HP.

"i would say 3-D is a little bit like managed IT services--that when you are going to do it, you'd more suitable do it well. i would not dabble in it," Schotten spoke of. "as a result of if you are simply going to dabble in it, you could fail miserably. but with the correct dedication to it, I think or not it's very more likely to pay off."

resourceful New devices

At Reinvent 2019, HP unveiled a couple of new devices together with the Reverb digital truth Headset, which the enterprise says is focused for verticals similar to fitness care and for makes use of such as worker working towards. HP is touting the windows blended fact headset as having the maximum VR resolution yet amongst VR instruments from principal providers, with decision of 2,a hundred and sixty x 2,160 per eye, along with a weight of lower than a pound.

The Reverb is "half the cost, twice the readability and two-thirds of the load" of HP's previously released home windows combined truth Headset, spoke of Alex Cho, president of HP's personal methods enterprise, during Reinvent 2019.

Jones applauded the improvements within the new Reverb headset, which he said may still develop the appeal to purchasers. MCPc has viewed consumer pastime in VR for health care and training, he stated. "it's mind-blowing that HP is investing during this house and being a idea leader during this space," Jones mentioned. "it's absolutely right here to dwell."

meanwhile at Reinvent, HP introduced the addition of guide for the widely wide-spread Zoom conferencing solution onto its line of collaboration devices—together with on the Elite Slice, a modular laptop laptop that can be used for operating group calls and conferences. The three HP contraptions that will be offered with support for Zoom Rooms are the HP Elite Slice G2 (Audio ready), the HP Elite Slice G2 and the HP Collaboration computing device G5. All three are "Zoom-capable out of the box," and encompass guide for in-room video and conferencing shows, HP noted.

"We sell videoconferencing, but none of or not it's ultimate yet," Chernick referred to. If the brand new Zoom solutions are "definitely as easy as confirmed," the instruments may see lots of demand, he observed. "To make it handy, and to make it work good, this is mission-vital nowadays.”

companion-pleasant strikes

In a bid to make existence easier for companions, HP introduced that its accomplice First portal and its seller-concentrated sales significant platform should be consolidated into a single web site. The consolidated sites should "make the engagement model more straightforward" for partners, talked about Dave Lobato, head of international digital income engagement platforms at HP. each time companions "have multiple touch aspects after they conduct their enterprise with us, reducing that helps them to be extra effective and constructive," he said.

beginning in April, HP will delivery to add features from the accomplice First portal to the sales relevant website, and features will continue to be brought over right here six to eight months. throughout that point, the accomplice First portal will continue to function the identical, Lobato spoke of.

Jones said he welcomed the consolidated partner websites--though he stated that HP's portals are already comparatively effortless to navigate and get guidance from. With the move, "they're taking 'better' and making it the most efficient," he noted.

overall, Jones said he quotes HP tremendously for its engagement with the channel in contemporary years. HP has been "staying the course of a channel-first mannequin," he noted. "When they say they are dedicated to the channel, their movements and deeds suit the phrases."

focus On Sustainability

HP introduced a variety of its sustainability initiative at Reinvent 2019, with a dedication to "woodland wonderful" printing—through which all HP-branded paper will come from bushes which are planted to turn into print paper.

The business also introduced a brand new power-effective printer and toner--with the launch of the HP LaserJet A4 printer and EcoSmart black toner--and pointed to different achievements in carbon emissions discount (partly through expanded managed print services) and recycling (together with using recycled plastics).

HP's focus on sustainability continues to expand, primarily as extra millennial patrons are "attempting to find groups that align with them culturally or philosophically," Jones said. "HP is doing a good job there on concept leadership. there's a monetary have an impact on of being a idea chief within the house—superior-lasting manufacturer awareness and photograph with the more youthful, contemporary purchaser."

Joslin agreed that HP's focus on ecological impacts is a crucial initiative. "each person offers it lip carrier, but HP's doing it. And doing lots," he referred to.

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The New Game of Global Tech | real questions and Pass4sure dumps

What’s going on in the information and communications technology (ICT) industry? Companies that used to thrive with clearly defined product portfolios are entering one another’s businesses. Erstwhile hardware companies such as Hewlett-Packard (HP) and Xerox have moved into software services. Software companies such as Microsoft, Amazon, and HCL Technologies make smartphones. Companies that used to offshore computer services, such as WiPro, are moving back onshore and competing through the cloud. Telecom companies are building out their Internet of Things connections so trucking companies can monitor fleets and consumers can link up smart homes. In all these categories, profitability is more elusive than it used to be, and no one can be certain about the future — or even the continued existence — of any given sector.

In short, the easily defined and sharply delineated product and service categories of the past no longer exist. The blurring of these categories, which has been taking place steadily since 2000, has now reached critical mass: ICT companies consistently horn in on one another’s markets and customer base. You can meaningfully differentiate among these technology providers — picking the winners and losers of the future, and aligning your own purchases of B2B technology products and services accordingly — only by understanding the strategic value proposition of every company. If an ICT company distinguishes itself as an innovator, that will lead to a different end result than if it stands apart as a platform provider or value provider. Moreover, success in the high-tech industry no longer goes automatically to those with first-mover advantage, or even to those with a superior platform; it goes to companies with the most distinctive value proposition, and the ability to deliver on it.

At Strategy&, PwC’s strategy consulting business, we have seen these effects accelerate through four years of work on our annual Global ICT 50 study, an analysis of the strategic potential of technology companies based on their financial performance, portfolio strength, geographic footprint, and innovation and branding. Indeed, the convergence was so pronounced in this year’s study that the old categories into which we divided the 50 largest ICT companies — hardware and infrastructure, software and Internet, IT services, and telecommunications — no longer describe the industry and how it is changing. (See “The 50 Largest ICT Companies.”)

The 50 Largest ICT Companies

Each year, Strategy&, PwC’s strategy consulting business, compiles a list of the 50 largest publicly traded companies in the ICT sector, ranked by a formula combining four measures: financial performance, portfolio strength, geographic footprint, and innovation and branding. Together, these criteria determine the degree to which these companies influence the enterprise market for digitization-related products and services. The most recent study, compiled with 2015 data, provides a clear picture of the most powerful companies in this industry, especially for B2B hardware, software, and services (see Exhibit 1). Several noteworthy findings:

• Eight of the top 10 companies from 2014 remained in the top 10 of the 2015 rankings, indicating some stability in the industry at its highest levels. The rest of the rankings, however, differed considerably from the year before.

• HP, ranked before its decision to split into two separate companies, moved up three spots to number six, driven by its improving financial results.

• EMC, ranked before its acquisition by Dell in early 2016, moved up to the ninth spot from number 13, thanks largely to the greater breadth of its product portfolio.

• Intel jumped all the way from number 24 to number 12, thanks primarily to the increased strength of its product portfolio as it shifts from being a pure hardware-oriented company to a company with an integrated mix of hardware and software.

• No telecommunications operators or regional IT service providers are in the top 15, an indication of these companies’ continued strategic challenges and the constraints imposed by their physical and geographic boundaries.

The supply side is also changing. Technologies and services that once produced considerable value, such as operating systems, connectivity, and computing infrastructure, are now commoditized. M&A activity continues to grow; companies rely on deals to expand their product and service portfolios, to buy market share, and to divest nonessential lines of business. ICT companies are also innovating at a frantic pace through in-house R&D, corporate venture capital, and other investments. According to the 2016 Global Innovation 1000 study, Strategy&’s annual analysis of R&D investment at the largest public corporations, five of the top 10 spenders on innovation in 2015 were ICT companies: Samsung, Amazon, Alphabet (Google), Intel, and Microsoft. Apple, Cisco, and Oracle were also in the top 20. (See “Software-as-a-Catalyst,” by Barry Jaruzelski, Volker Staack, and Aritomo Shinozaki.) The industry has also become more innately competitive; the major ICT companies are restructuring their operating models, optimizing their production and service delivery capabilities, and tapping into the global workforce.The forces behind convergence are evident. The ongoing digitization of virtually every industry has led enterprises to put forth an entirely new set of demands for technological products and services. Cloud computing, the consumerization of IT through smartphones and tablets, increased mobility, big data analytics, the Internet of Things, and digital fabrication have radically altered the mix of technologies that companies need to conduct business. More than 68 percent of corporate investment in information technologies was made outside the traditional IT department in 2015, according to PwC’s Digital IQ survey. This represents a dramatic rise from 47 percent a year earlier. B2B customers place greater value on asset-light suppliers with pay-on-demand, software-as-a-service (SaaS) models, rather than the large, major-investment enterprise IT providers of the past.

Given these pressures, it’s no wonder that companies in the sector are moving beyond their traditional product lineups and markets. Today, they are developing distinctive value propositions that transcend the old categories. Those that succeed will gain a competitive advantage that’s sorely needed in this amorphous business environment. To win, however, every company must find an identity based on its strengths: the things it can do that no one else can, buttressed by new capabilities that it can build or buy effectively. With some companies, such as Apple, Amazon, and Microsoft, it’s clear to everyone what those capabilities are. Others in the industry are just learning how to compete this way.

Five Recipes for Success

Because the companies in the ICT sector no longer compete within the old sector boundaries, they must now define themselves another way: through the manner in which they offer value to their customers. There are many methods of doing so, but five value propositions are particularly prevalent in this industry. All five are viable ways of reaching customers, especially enterprise customers, with technological solutions. Each of the five has a business model and economic profile distinct from the others and distinct from the overall ICT 50 formula. Each has its own approach to growth, profitability, scale, and investment. The archetypes are detailed here, along with the indicators used to identify them.

1. Category leaders. These companies focus on building a dominant position in a relatively narrow product or service category. They use that position to shape and influence the supply markets and sales and delivery channels in that category. A key indicator of this strategy is the positioning of a company’s products and services. We used assessments of market categories from the industry research firms Gartner Group (its “Magic Quadrant”) and Forrester Research (its “WAVE” analysis) to determine that 17 companies among the Global ICT 50 are category leaders. (We assigned each company in the list both a primary and secondary alignment according to their way of doing business. Our tallies here reflect these dual assignments. See Exhibit 3.)

Among the companies that follow this strategy closely are Accenture, IBM, Xerox, Fujitsu, and Computer Associates (CA). Each has focused its activities in recent years to establish a high level of control over a relatively narrow subsector. For example, Accenture has concentrated on large-scale process reengineering and solution integration, investing in customer interfaces related to those fields. Xerox has shed products and services that don’t fit its main business of printing and imaging technology.

2. Consolidators. These companies lead their category through repeated acquisitions. They roll up other companies to provide consumers with access to a platform of products and services, or simply to offer a product lineup that could be assembled no other way. M&A activity is, of course, a leading indicator of this strategy. Based on a combination of total deal volume and value of acquisitions from 2010 to 2015, relative to the company’s revenue, we found 18 companies using this strategy.

Many companies that are active consolidators — including, Intel, SAP, Alibaba, and Qualcomm — are known for their aggressive and effective M&A. SAP, for example, has consolidated a portfolio of enterprise SaaS solutions that complement its original ERP core, including procurement (Ariba), corporate travel (Concur), HR (SuccessFactors), work management (Fieldglass), and e-commerce (Hybris). has expanded its core CRM on-demand services portfolio into new categories, buying software companies specializing in marketing (ExactTarget, Radian6, and Buddy Media, now Salesforce Marketing Cloud), data analytics (Jigsaw, now, customer service (Assistly, now, and workforce performance (Rypple, now

3. Innovators. These companies continually develop and introduce new and creative products or services to the market. Investment in R&D is the primary indicator of this strategy. On the basis of their rankings in this year’s Strategy& Global Innovation 1000 study, 24 companies qualify — the most numerous of the five value propositions, yet surprisingly few considering that all technology development involves innovation.

Many of the best-known technology companies, including Apple, Samsung, Google, Amazon, and Microsoft, have succeeded through this value proposition. Apple provides a good example of how such companies consistently develop notable new products and services. In partnership with IBM, it is moving into the enterprise domain, producing business-to-business apps that offer the same seamless, user-friendly mobile experience for which its consumer products are known. Apple is also fostering innovation in the wellness and home markets with its HealthKit and HomeKit services, which enable third-party developers to develop apps for its products. Amazon, Google, and Microsoft, meanwhile, are among the world’s top innovators in cloud services and related analytics.

4. Solutions customizers. Companies following this strategy make use of insight and market intelligence to offer tailored products or services that address customers’ specific needs. The leading indicator that a company is employing this strategy is its revenue from activities such as solutions consulting, outsourcing, and implementation services relative to total revenue. We found 23 solutions customizers in the Global ICT 50.

Companies closely correlated with this strategy include Cap Gemini, Computer Sciences Corporation (CSC), Tata Consultancy Services, Infosys, and HCL Technologies. The list may expand in future years as other companies in the industry become more proficient at customizing, configuring, and operating IT services. In the meantime, companies such as CSC distinguish themselves by configuring a range of ICT disciplines in packages (including systems integration, operations, and end-user support), often tailored to particular types of enterprise clients. HCL is noteworthy for its distinctive engineering and “enterprise functions as a service” offerings, grounded in capabilities built through years of back-office R&D.

5. Value players. These companies seek enterprise business by lowering the costs of competitive services. We identified 18 of these companies in the top 50, on the basis of revenue from commoditized products and services driven by economies of scale (such as the operation of asset-heavy infrastructure or the mass manufacturing of computing components and electronics) relative to total revenue, and the extent of production and service delivery in low-labor-cost geographies. Many of these companies are information services providers: Tata Consultancy Services, Infosys, Cognizant, and Accenture are among them. They often rely on low-cost offshore labor combined with highly standardized and industrialized delivery models.

The five value propositions can be thought of as “puretones”: basic, generic ways of creating value. In practice, most ICT companies combine two or more of them into their own distinctive identity. For example, Qualcomm, in addition to being a value player and consolidator, is also recognized as an innovator. In mobile telecommunications and other sophisticated technology, the company makes much of its income from licensing that technology to other enterprises. This sometimes includes proving out the design by manufacturing prototypes, often at relatively low cost.

Successful companies do not choose a value proposition lightly; their choice is closely tied to their identity. Any winning value proposition must be supported by a distinctive capabilities system: a combination of processes, tools, knowledge, skills, and organization that no other company has. (See Strategy That Works: How Winning Companies Close the Strategy-to-Execution Gap, by Paul Leinwand and Cesare Mainardi [Harvard Business Review Press, 2016].)

For example, Amazon has developed distinctive capabilities that reinforce its value proposition, which combines being an innovator and a category leader. Its capabilities include elegant, seamless online retail interface design; highly innovative back-end supply chain management; rapid and effective online merchandising (identifying and promoting fast-selling products effectively); and increasingly effective customer relationship management. It can apply these capabilities to many new offerings, such as its pacesetting cloud venture, Amazon Web Services, while remaining true to its identity.

Although all the value propositions can be viable, an analysis of financial results during a three-year period (2012–15) demonstrates the superiority of innovation as a path to success in the ICT industry (see Exhibit 2). Companies with an innovator value proposition have captured the largest share of the overall ICT market, even though their growth rates have slowed over the past three years. For example, Apple, Google, and Samsung have all seen their growth slow, but continue to lead their industries in market share.

The consolidators’ share of the market is much smaller than that of the innovators; however, their margins are significantly higher and, in many cases, growing rapidly. They also spend more on R&D as a percentage of revenues, suggesting that the search for innovation through inorganic growth, not market share or pure financial engineering, drives the high level of M&A activity in the sector. The financial results for value players have largely held steady since 2013 — no surprise, given that they typically compete through their advantageous cost structure, not through innovation. That strategy, we expect, will enable them to continue to gain market share and enjoy healthy margins.

The revenues of the solutions customizers are shrinking, though they have been increasing their margins and free cash flow. This suggests that as they mature, they are trying to optimize their costs, in part by spending little on R&D compared with companies following the other strategies; in fact, solutions customizers’ R&D spending has actually decreased over the past three years.

With weak revenue growth and little margin improvement, category leaders appear to be maintaining a holding pattern. Their significant investment in R&D as a percentage of revenues has not always paid off, at least in the short term. They often seem to be relying on income from their cash cow businesses, a strategy that may not be sustainable.

Which Strategies Work?

Can ICT companies use these insights about strategy and performance to improve their prospects? Can B2B customers use them to evaluate which vendor platforms will endure, and thus be worth adopting? The insights are revealing, but decision makers should proceed cautiously. Although some of the value propositions appear to be doing better than others in the rapidly changing ICT environment, none of them guarantees success. What does seem to correlate with success most consistently is coherence: having a clear, single value proposition, aligned with a group of mutually reinforcing capabilities that fit with most or all of your products and services. Coherence allows you to execute your strategy better than anybody else.

Success in the high-tech industry goes not to those with first-mover advantage, but to those with the most distinctive value proposition.

The innovators’ unsurpassed coherence has allowed them to dominate the ICT market in terms of revenues, total profit, and R&D capacity. We’ve already noted that Amazon and Apple have used their highly focused value proposition — Amazon’s identity as a lean and analytics-driven provider of utility computing, e-commerce, and content distribution; Apple’s identity as a purveyor of superior design and digital user experience — to enter a variety of sectors and shape their future accordingly. Microsoft and Google are moving toward a similar level of focus on a clear value proposition. Microsoft, for example, based its identity for years on its Windows and Office application product lines, which led to a temporary slump in performance as well as relevance. More recently, it has been shifting its value proposition to focus on enterprise effectiveness through its cloud offerings, accommodating multiple operating systems and platforms. Microsoft’s 2016 purchase of Linked-In will reinforce this approach, enabling new enterprise-oriented businesses that fit with a broad range of hardware, software, and services.

The innovator value proposition is visibly successful, and many companies seek to join the innovators’ ranks. Because the category is led by such a formidable group of competitors, however, it may not be feasible for many companies to make this leap — especially in B2B products and services.

Solutions customizers command a considerable amount of heft in the ICT space, but lately seem to have hit a growth ceiling. They have been “jack of all trades” juggernauts that have built highly diversified product and service portfolios over the years to meet the demands of their customers. Now they need to focus on a single value proposition, with the capabilities to match — and their highly complex organization and operating model makes this challenging. We expect solutions customizers to streamline their portfolio while cutting costs strategically and, in successful cases, reinvesting for growth in some narrowly defined subsectors.

Consolidators have generated a lot of momentum over the past few years, but M&A activity tends to be cyclical, and megadeals such as the Dell–EMC combination may become less frequent. One certainty: Successful deals will be ever more closely aligned to the companies’ value propositions. Companies such as SAP and are using deals this way to build cloud-based portfolios and then work through their post-integration execution “homework” with the same degree of discipline.

Value players have long enjoyed profitable growth. Paradoxically, however, their very success is having economic repercussions that may put the entire strategy in question. As value players seek new pockets of growth, they increasingly need to scale up resources in mature economies, the primary market for their services for years to come. That will mean taking on high-cost labor to build sales forces and bringing new staff on board as part of an outsourcing arrangement, which in turn dilutes their previous core advantage of using low-cost skilled labor, predominantly in India. There may always be another aspiring low-labor-cost geography to which they can turn. But the Indian model, oriented to 125 million English speakers and a highly effective technology talent education engine, will be challenging to replicate at scale in any other emerging economy.

Given these challenges, the value players must solidify and evolve several key capabilities if they are to thrive. They must maintain and strengthen the integrity of their lean delivery practices, even as their customer base and range of services grow more diverse and complex. They must forge a productive global culture where onshore and offshore management philosophies, values, and behavior meet. And they must reduce costs in all parts of their global delivery footprint, devoting some of the capital saved to investing in lean, highly scaled, automated service delivery offerings, in order to maintain their factor-cost and execution advantages.

Then there are the category leaders. Long blessed with strong identities based on their powerful position in specific product or service markets, they have shaped their respective industries by developing strong — but expensive — innovation, marketing, and customer service capabilities. Now their growth and profitability are slowing down, suggesting that they need to rethink their company identity, particularly their value proposition and distinctive capabilities. They must also shake off any elements of their culture that have ossified or become bureaucratic, if they are to make the strategic changes necessary to succeed.

Despite the diversity of their value propositions, all of these companies can learn from one another. To be sure, it would be counterproductive for a committed category leader to try to boost profitability by becoming a value player. At the same time, however, that category leader might take a page from the value player playbook to develop ways to deliver its products and services more efficiently.

If you are a technology company leader — whether or not your company is in the Global ICT 50 — your next major strategic move may well be to look more closely at the way you go to market. Scrutinize your current value proposition and the capabilities you bring to bear. Then form a considered opinion: How well will they serve you in this rapidly consolidating industry? Chances are, among your existing capabilities are several that should be called out and developed further, so that you can forge an identity no other tech company offers.

Reprint No. 16408

Author Profiles:
  • Olaf Acker is a thought leader in digital services for Strategy&, PwC’s strategy consulting business. Based in Frankfurt, he is a partner with PwC Germany and leads PwC Digital Services for Europe, the Middle East, and Africa. His focus is technology and digital transformation.
  • Florian Groene is an advisor to executives in the communications, media, and high-tech sectors for Strategy&. Based in New York, he is a principal with PwC US. He helps companies develop customer experience and build operating and technology models for the digital age.
  • Germar Schroeder is an advisor to executives in the telecommunications industry for Strategy&. He is a partner with PwC Germany based in Frankfurt. He focuses on product development, go-to-market, and operating model design, specifically for the cloud.
  • Also contributing to this article were Strategy& researcher Mikula Jung, a senior associate with PwC Germany, and s+b contributing editor Edward H. Baker.

  • Inside HP's New $1 Billion Outsourcing Plan | real questions and Pass4sure dumps

    HP today revealed further details of its previously announced $1 billion investment in offshore outsourcing, selecting six countries—Bulgaria, China, Costa Rica, India, Malaysia and the Philippines—as its global delivery hubs. Those six spots are "best for our clients and best for where our markets are headed," says Robb Rasmussen, VP and general manager, Best Shore, HP Enterprise Services. (Best Shore is what HP calls its global services delivery strategy within HP Enterprise Services.)

    The company, which acquired IT service provide EDS two years ago, maintains that the restructuring will involved a total of 9,000 layoffs over the next two years as well as 6,000 new hires. spoke to Rasmussen and Jeff Womack, VP, Best Shore enablement, about HP's increased focus on cost cutting and offshore delivery, its pursuit of domestic business in emerging markets, and the criticism that HP doesn't adequately value the IT services business. Although these six hubs are not all new to HP, you will be staffing up in these locations. How many and what types of professionals are you hiring in each country?

    Rasmussen: We did have a presence in these hubs already, but not at the scale we currently have or with the government approvals and tax benefits. We are aggressively hiring and building them out today. We don't disclose [employment] numbers at the location level or the "best shore" level.

    These six hubs are all large campus-like facilities, housing IT outsourcing, business process outsourcing and applications capabilities. From an enterprise services perspective. HP also has other needs for work done offshore. Take the case of our Cyberjaya, Malaysia location where we have opened a state-of-the art global delivery hub with thousands of employees that do global delivery work on behalf of our clients. Our CIO Randy Mott will also have cadre (in Malaysia) that will maintain applications for HP. Our CFO will build out financial functions there as well.

    Womack: We've been doing business out of Kuala Lumpur [Malaysia] since 1986. It's one of our longest running global delivery centers. Of course in India, we have our most mature center, anything from apps to IT to BPO. In China, we have been operating out of six different cities. In the last three weeks, we've opened up a center in Suzhou, China, which has the full-blown application suite—from application development and management to testing and SAP implementation. From an ITO standpoint, the primary focus is service desk. If you need level one or two support, we might do that in China. They'll also provide BPO processingBPO without voice.

    The difference between our hubs and the other centers is we will drive as much depth and breadth of the service portfolio in the hubs as we can so we can.

    Rasmussen: In the early days [of outsourcing], clients chased the lowest cost location and many found themselves flying to four or five different countries [to manage their portfolio of providers]. Now they can have the same pair of hands managing their IT at a competitive cost. GM, for example, may prefer to have their North American work in India because they've had it done that way for many years. But as the business expands to China, they would want some services delivered there. There are all kinds of reasons why clients would want a single or double location. A lot of them want "India-plus-one." Historically they've had a presence in India, but to mitigate risk they'd like to have some assets somewhere else. You announced 9,000 jobs cuts as part of this outsourcing business restructuring.. How will those lay-offs be dispersed by geography and job function?

    Rasmussen: I can only reiterate what [HP announced in June] that there would be 9,000 positions eliminated over two years, and 6.000 would be brought on board. While we didn't provide any specificity at the time, many of those 6,000 [new hires] are in sales and delivery, and when looking at delivery, would be mid-career professionals with four or five years of experience as opposed to recent college graduates. That's as much granularity as I can provide. But you can't you provide that level of detail about the positions you're eliminating?

    Rasmussen: No. Given the current economic environment and unemployment in the U.S., how do you address the criticism that you should be hiring more American workers rather than investing in employees overseas.

    Rasmussen: When you take a look at some of the domestic business we do here, a tremendous amount of that work is with the federal government. We've established local centers here that provide that work because it cannot be offshored. We have to look at the right cities to provide tax benefits to do that work. The same is true in other countries. Some of our delivery centers in New Zealand were created to provide services to [government agencies].

    We balance that the best we can and we do provide tens of thousands of jobs onshore. But our clients want a cost-optimized solution. More than 60 percent of HP's total revenue originates outside the U.S. Is that a higher growth area for IT and business process services than Western markets?

    Womack: That's one of the key dimensions that's driving some of our model change and investmentthe globalization of our client base. We had a client in Japan that was intrigued with our center in the Philippines because they are expanding into North Asia and that gives them gives them a good footprint. The breadth of this model was very appealing for that client.

    Rasmussen: One thing that's different about HP versus the competition, particularly the pure-play Indian firms, is that we've been very strategic in building a balanced delivery model. We've got thousands of employees in Eastern Europe, thousands of employees in Latin America, thousands of employees throughout Asia. We have that balance for lots of reasons, not just for geopolitical risk or education and skills. If you take a country like China, close to 50 percent of [outsourcing] business in China is serving China-based companies in China, and the other half is serving other Asian customers. As we look at building out our global delivery model, there's clearly a chance to provide lower cost service to customers in higher cost economies but we also want to be prepared to deliver services to these higher growth markets. Many outsourcers are saving money by rebalancing their workforce to low cost countries. What will be the cost savings due to rebalancing your workforce with labor from low-cost countries?

    Rasmussen: In every deal we structure, there's always an element of value proposition required to win the deal—multi-year cost reduction, transition at limited cost. Each deal has to provide some increased value or lower cost to the client for us to be able to continue to win. We are advantaged by the assets we have in software, hardware, and our HP Labs organization. We've spent a bit of time to embed that software and automation into our global delivery centers so our costs are as low as possible.

    Womack: It's not just lower labor costs themselves. We want to take labor [out of the cost equation] as much as possible. HP is reducing its R&D spending. What impact will that have on your services business?

    Rasmussen: There's a little bit of work we do with R&D. Several hundred of our technicians work with HP Labs, which is often located near the "best shore" center. [This happens when] a client has an idea that they work with labs on to bring some innovation to their business and we team with them on the delivery. It's applied R&D [paid for by the client]. Does the global delivery model lock customers in to some extent? Once client workload is dispersed to multiple global delivery locations, it becomes very difficult to back out of that kind of arrangement.

    Rasmussen: When we acquired EDS, both EDS and HP had a global methodology for how we manage our business from an onshore and offshore perspective. In IT, there was the ITIL framework. In application development or testing or management, we use our [propritery management processes]. So if we get to a situation where a client wants to do more maintenance work in the Philippines versus India, it's not very difficult to migrate [that work].The difference might be that you have developed relationships with people in India over time. But we have not found that clients are concerned about being locked in to a certain area.

    Womack: Just as HP has embraced open standards from a software point of view, in services we have strong affinity for industry standards. We not only maintain our own rigorous standards so the learning curve is minimal when we transfer work from one center to another, we're using industry standards such so if you want to go back in-house or, heaven forbid, to a competitor, the transition should be seamless. One of the major concerns for outsourcing customers, particularly legacy EDS clients, is that services is not the focus at HP. To some, the appointment of your new CEO and chairman denotes a further move away from services. How do you plan to demonstrate to more of a commitment to your services customers?

    Rasmussen: Geez, I think the billion dollar investment is good affirmation from the board of directors that services is continuing to be important to HP. Service quality has to improve and improve and we've been vigilant about that. [This investment] involves five or six areas, one of which is the client experience and how to elevate that. We're working on different kinds of client interfacesthe people who deal with the clients. We're also refreshing our portfolio so that it's the most modern and appropriate for buying needs today. We're investing in our infrastructure and data centers. Will any part of this billion dollars be invested in cloud-based offerings. Will HP be acquiring additional software capability, opening new datacenters, or making other investments in this area?

    Womack: That is a separate investment. But a lot of our "best shore" centers will be involved in remote monitoring for cloud-based offerings. Five years from now, what will differentiate HP from other service providers now that it seems all the big players have a captive hardware business, everyone is developing deep offshore capability, everyone has a central delivery center in the U.S.?

    Rasmussen: Integrated solutions. If you look at what HP has—from hardware to software to middleware, to onshore and offshore—it's the breadth of portfolio and how we interlock that together. Very few will have that full solution to sell to clients.

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    Copyright © 2010 IDG Communications, Inc.

    Pole To Win International Appoints Deborah Kirkham to CEO | real questions and Pass4sure dumps

    SAN FRANCISCO--(BUSINESS WIRE)--Pole To Win International, Inc. (PTW), industry-leading video games and tech services outsourcer, today announced the appointment of Ms. Deborah Kirkham as the company’s Chief Executive Officer (CEO) effective January 2019. Previously, Kirkham was President and Chief Operations Officer (COO), a position she held for eight years. In her new role, Kirkham will be responsible for the company’s continued growth, focused on R&D, and customer acquisition and retention.

    When Kirkham first joined e4e, later acquired by one of PTW’s subsidiaries, the company operated in three countries with less than 500 employees globally. Under her leadership, PTW, of which she now serves as CEO, has grown to over 1,800 employees across 16 offices in 10 countries around the world. In her role as President and COO, the company celebrated double digit growth year-on-year with 2019 tracking at the same pace. Additionally, in July 2018, Kirkham spearheaded a complete corporate restructure and rebrand designed to foster positive growth, optimize customer relationships, champion PTW’s strong culture of gender equality and diversity worldwide, as well as empower regional sites to be more commercially and operationally autonomous.

    “PTW is in my DNA. I love this company like it’s my own and in my new role as CEO, my commitment to delivering for our employees, customers and partners will only grow. The geographical expansion in recent years, most notably in Canada, Asia, India and Europe, has positioned PTW to continue on our path enabling our clients worldwide to bring their story to the world. When PTW gets a seat at the table, we always deliver – that’s what makes this company great,” said Deborah Kirkham, CEO of PTW. “I’m honored that the board of directors recognizes me as the leader who will, with the alignment and focus of my executive team, get it done.”

    Kirkham replaces the previous CEO, Mr. Teppei Tachibana, who announced in December 2018 that he would be stepping down from the position after almost nine years as CEO of PTW. Tachibana now becomes Chairman of PTW and maintains his position as President and CEO of Poletowin Pitcrew Holdings, Inc., under which PTW is a subsidiary.

    When asked about Kirkham’s appointment to the CEO role, Tachibana said: “Deborah is an invaluable business partner. We have worked together for close to a decade sharing hardships and joys. I respect her passion and wisdom, and I trust that, under her leadership, the company will expand into new world markets while becoming a household name. With a strong track record of delivering positive business growth, Deborah brings a fresh perspective to the company. The board is delighted to appoint Deborah as CEO.”

    Pole To Win Co., Ltd., founded in 1994, and PTW have grown tremendously, firmly establishing the brands as leading global providers for a range of technology-focused markets. PTW’s diverse global tech company centers operations on the video games industry, interactive entertainment media, e-learning, e-commerce, and the bourgeoning Internet of Things (IoT) market. The company focuses on helping product development companies get their products ready for the worldwide market.

    To learn more about PTW and its suite of global services, please visit:

    About Pole To Win International

    Pole To Win International, Inc. (PTW) is a leading games, digital entertainment and interactive media solutions provider with 16 offices in 10 countries worldwide. Our range of services include quality assurance, localization, customer experience, engineering and development services, and audio production services. Pole To Win Co., Ltd. and PTW combined offer 25 years’ experience and the infrastructure to create customized support for projects and clients of all sizes.

    PTW, comprised of global subsidiaries, is a UK-based holding company formed in 2016 under the umbrella of Poletowin Pitcrew Holdings, Inc. which is listed on the 1st Section of Tokyo Stock Exchange as 3657. POLE TO WIN is a registered trademark of Pole To Win Co., Ltd. in Japan and other countries. All rights reserved. For more information, visit

    Stay connected with PTW on Facebook, Twitter and LinkedIn.

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    HP HP2-E57 Exam (IT to Business Alignment - HP Always On(R) Support Services) Detailed Information


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