|Exam Name||:||Technical Essentials of HP Enterprise Products|
|Questions and Answers||:||128 Q & A|
|Updated On||:||February 21, 2019|
|PDF Download Mirror||:||Pass4sure HP2-F01 Dump|
|Get Full Version||:||Pass4sure HP2-F01 Full Version|
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HP hotels has found that investing in new expertise has been the linchpin for ensuring operational excellence throughout its portfolio and constructing a body of workers that embraces supporting each and every different because the enterprise continues to grow.
la—HP inns is actively growing to be its management portfolio, and the company is finding new tips on how to leverage expertise to aid its employees.
President and CEO Charles Oswald sat down with HNN on the fresh Americas Lodging funding Summit. all the way through the last year, HP lodges delivered some massive-container, full-provider properties to its portfolio and converted a vacation resort into a full-provider Hilton in Nashville, he observed. at the time of the interview, Oswald pointed out the business added eight inns to its portfolio in the outdated 30 days.
“Our portfolio has filled out very properly,” he said.
Most of HP’s house owners are sophisticated private fairness dollars that are realizing super returns, he observed. due to this fact, occasionally HP lodges works itself out of a job, but then it ends up working itself into new ones, he talked about.
for brand new deals, the business looks at value-add alternatives and different types of conversions, Oswald said. once in a while they ought to right-measurement deals and alter the property’s operational structure.
“We’re making an attempt to discover the hidden enterprise novelty,” he said.
through these efforts, the company has picked up awesome money circulation opportunities in strong markets that aid to create a gradual salary move, he pointed out.
the majority of the fresh eight additions have been straight administration agreements, he referred to. The deal concerned three distinct ownership agencies already working with HP hotels who were seeking to take their hotels to the subsequent level.
HP inns has a couple of culture boutique residences that it’s at the moment negotiating on, he said. The company has had adventure with a handful of these forms of hotels in recent years, and a number of of those transacted for good returns.
“We foresee doing extra in that way of life boutique and delicate-branding class sooner or later,” he talked about.
Investing in technologyThe business is relocating onto the next step to be certain it can maintain operational excellence across each lodge, Oswald said. To achieve this because it grows its portfolio, the company is leveraging technology, together with a new operation administration gadget that places the latest cell tech within the arms of its team members on web site.
for example, the brand new gadget capacity the housekeeping group not should use paper and clipboards, he stated. The room attendants are plugged into the equipment, so monitoring when rooms turn into vacant permits them to recognize when they could turn over a room to make it attainable on the market again. This has helped reduce the buffer time between rooms.
the brand new equipment permits supervisors to tune group individuals on their assignments, he observed. for instance, they could see how they faire in cleanliness versus timeliness. The system also integrates with the upkeep department, which helps expedite work orders, he stated.
Now the business can look across the portfolio from a strategic standpoint and more desirable determine guest traits and improve preventative preservation, which leads to improved capital planning, he talked about.
company cultureAs HP hotels pursues operational experience, it’s vital to keep its center of attention on people and way of life, Oswald referred to. The enterprise is focusing on making a significant difference within the lives of its team participants, he referred to.
The company has methods in region allowing to more actively and dynamically speak with group individuals, he referred to. Its hotels have tremendous digital displays in renowned areas in the back-of-condo areas that share suggestions comparable to enterprise updates, benefits updates, group member attention, guest letters, provider topics of the day and guidance about VIPs.
“We’re controlling that at a blend of the corporate stage and local degree,” he observed. “we can manage from a company office, however we permit for some local personalization by way of giving the GM entry to a few screens as neatly.”
Its new operation administration equipment is going to make a meaningful difference, he observed. it is going to permit management to inspire group individuals and supply aid to folks that need it. If someone wants assist in a room, they can send an alert and a different team member can reply and go assist, he talked about.
“We then music who offers the most assistances,” he spoke of. “We need to motivate that assist among crew members during the company.”
This interprets into the normal lifestyle and whereas it’s elaborate to music, it turns into a part of the DNA, Oswald referred to. team contributors go out of their easy methods to aid each different, such as personnel who're sick or in the hospital, the different crew participants bought nutrients, visited with them and covered shifts.
“if you do that neatly as (a) enterprise and begin to create this way of life, it positive aspects a lifetime of its personal,” he stated. “The group contributors prefer up on it. It permeates and establishes a whole new tradition.”
The gasoline engine features a twin-scroll rapid with anti-lag tech that keeps the throttle somewhat open after the driving force's come off the throttle, helping to maintain raise, on true of electronically-actuated waste-gates. a new air intake breathes less complicated, a brand new exhaust lowers back power.
these EcoBoost vigour numbers put the middle-trim center of attention in accordance with the Hyundai Veloster N and Renault Megane R.S., but in the back of the Euro-spec 316-hp Honda Civic category R. Ford expects the gasoline-engined hot hatch will get to 60 miles per hour in below six seconds, presumably using launch handle. That makes it as a minimum a half-2d sooner than the outgoing model.
A shorter-throw six-velocity guide comes regular, and can be made to rev-fit with the performance kit obtainable on the fuel engine. A seven-pace adaptive automatic transmission is on the alternate options sheet. It adapts to riding styles, and Ford says it has "the skill to distinguish between highway and track use."
To make most useful use of the vigour, Ford put in an digital constrained-slip differential for the primary time on the ST trim, but only for the EcoBoost. The wagon uses brake-primarily based torque vectoring on the front wheels. A revised suspension on stiffer springs comes with consistently controlled Damping on the 5-door hatch, whereas the wagon model gets wonderful damper geometry in the rear to contend with a loaded cargo bay. The focal point ST gets the quickest steerage rack Ford has, taking just two turns to lock. steerage Torque Disturbance discount software for the digital power guidance works to separate torque from turning. bigger brakes take a seat in the back of new 18- and 19-inch wheel designs, and both fashions wear Michelin Pilot game 4S rubber.
Three power modes come commonplace, another first for the focal point ST. EcoBoost vehicles with the performance Pack add a track mode to Slippery/wet, ordinary, and sport. every mode adjusts tuning for the electric powered energy steerage, throttle, moving, diff, damping, ESC, and digital brake booster. A game button on the steering wheel puts that mode one click away.
There'll once again be two physique patterns, a five-door hatch and a wagon, both diminished 10 millimeters compared to the common focus. among the many colour palette could be Ford performance Blue and, as a throwback to the Mk2 focus ST, Orange Fury. about the best awesome trade to the outside is the exhaust pipes; they have been moved to the corners to allow for towing. The indoors receives the usual Recaro seats matched with contrasting stitching and ST badges.
The 2019 center of attention ST goes on sale in Europe someday this summer season. We nevertheless do not predict it to return to the U.S.
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“Meet the new bosssame as the old boss”-The Who
“’Cause hustlers hit the block when police change shiftsNew York, California different toilet, same shit.”-The Game
Every day I hear from entrepreneurs, angel investors and venture capitalists about an exciting new movement called “the consumerization of the enterprise.” They tell me how the old expensive Rolex wearing sales forces are a thing of the past and, in the future, companies will “consume” enterprise products proactively like consumers pick up Twitter.
But when I talk to the most successful new enterprise companies like WorkDay, Apptio, Jive, Zuora, and Cloudera, they all employ serious and large enterprise sales efforts that usually include expensive people some of who indeed wear Rolex watches. In fact, companies like Yammer who originally started with new age models have transitioned to more traditional enterprise sales approaches after experiencing the market without them.
So what gives? Are all these smart people out of their minds? Has nothing changed since the early days of IBM? Some things have changed, but others are exactly as they were.
The Order of Adoption Has Changed20 years ago, the technology adoption curve generally conformed to the following order:
1. Government, specifically Defense and Intelligence organizations.2. Businesses, with large businesses going first and smaller businesses adopting later.3. Consumers
Today things have completely reversed. The latest technology goes to consumers first, followed by small enterprises that behave like consumers, then larger ones, then the military. The stunning reversal is one of many profound side effects of broad scale Internet adoption.
In the old days (before the Internet), no technology products were free, because distribution costs made it impossible to offer anything without some commitment from the end customer. As a result, new technology adoption generally started with the deepest pockets (the military) and worked its way down to the shallowest pockets (the consumer). Since the introduction of the Internet, many technology products can be distributed for free, and therefore have some free or free trial version. Interestingly, the order of adoption now follows decision-making speed rather than deep pockets. That is, consumers who can decide very quickly adopt first and the military — who has a notoriously complex decision making process — adopts last.
This reversal first initially stunned businesses. I remember dozens of CIOs at large companies being shocked that it was easier to find things on the Internet via Google than it was to find things in their own companies. We’ve seen the phenomenon repeat many times with the most recent being that it’s far easier to get background information on complete strangers via LinkedIn than it is to know the skill sets and backgrounds of your co-workers.
Encouraged by the new trend, innovative entrepreneurs imagine a world where consumers find great solutions to help their employers in the same way that they find great products to help themselves. In the imaginary enterprise, these individuals will then take the initiative to convince their collegues to buy the solution. Through this method, if the product is truly great, there will be little or no need to actually sell it.
The actual enterprise works a bit differently. Meet the new enterprise customer. He’s a lot like the old enterprise customer.
Meet The New Enterprise CustomerAt the D8 technology conference, Steve Jobs made a statement about selling to enterprise customers that many missed but was extremely insightful and revealing: “We want to make better products than them. What I love about the marketplace is that we do our products, we tell people about them, and if they like them, we get to come to work tomorrow. It’s not like that in enterprise . . . the people who make those decisions are sometimes confused.”
Why are the enterprise people so confused? Why don’t they just quickly adopt the best products without requiring these complex sales processes?
Big Companies Don’t Have Credit CardsPurchasing anything in a large organization requires a rigorous justification process that generally culminates in a purchase order (PO). They do not allow their employees to use their credit cards to buy technology off of the Internet. In fact, at many companies, doing so and attempting to expense it after the fact is a fire-able offense.
If you work in a startup, you might wonder why large organizations don’t just trust their people to make smart purchasing decisions. If an employee needs a new technology, why wouldn’t the company just let him do the right thing? There are many reasons:
1. The employee may not know what’s appropriate in the context of the larger organization. The more people in an organization, the more diverse the set of needs. If the organization purchases, for example, social networking software it must attempt to take these needs into account.
2. The company may already own the technology or a similar technology. If you work with 100,000 people, how do you know what the other 99,999 have already purchased? When EDS was a customer of ours, they had a $1B annual credit with Computer Associates. Computer Associates sells hundreds of products and is constantly developing new products (many of which can only be learned about via special meetings with the company). How would any employee at EDS possibly know about potential conflicts without a formal process?
3. The employee may be corrupted by side incentives – If an employee of a large organization can make significant purchases without review or proper process, it’s quite possible that he will be corrupted by an agent of a vendor. For example, an enterprise sales rep might buy a networking engineering a new Porsche in exchange for a $10 million order.
4. Public companies must comply with Sarbanes-Oxley compliant expense controls. Generally, when a company designs its expense controls, it must have in place a method for approving significant expenses before they are made. If a company lets an employee make significant a purchase or even a small purchase that leads to a significant purchase on his credit card, that will violate the company’s financial controls, because the purchase was not pre-approved.
As a result of these and other factors, large companies employ complex processes to ensure that major purchases make sense. These processes generally span many different organizations and stakeholders. It is not unusual for a purchasing decision to include people from many different IT departments (e.g. development, security, operations) and business functions (e.g. Finance, IT, Legal). The decision often involves technical decision makers, economic decision makers, and risk management decision makers.
Often these processes are so complex that almost nobody inside the company knows how they work. Excellent enterprise sales reps will guide a company through their own purchasing processes. Without an enterprise sales rep, many companies literally do not know how to buy new technology products. A top notch enterprise sales person not only knows her customer’s process better than the customer, but will be skilled at characterizing the value of her product to each decision maker independently. This will involve product demonstrations, proof of concepts, complete return on investment analysis and even competitive positioning. The sales rep will work with the various constituents to help characterize the value proposition to their management teams.
Large Enterprises Like Their Old ProductsOne thing that all large businesses have in common is that they have purchased a huge amount of technology over time. In fact, many of these technologies enabled the companies to become big in the first place. Naturally, the technology deployed in an enterprise varies widely in age. Some of the systems are outdated, complex, and downright arcane. Nonetheless, once deployed, enterprises develop great affection for the technology that runs their companies. They may complain about it, but like an old woman speaking of her spouse, the underlying love is far stronger than the criticism. And big companies expect you to love their old products too – by integrating with them.
But how do you figure out which old systems you need to integrate with and which ones you can afford to ignore? Like most things in the enterprise, it’s complicated. Great enterprise sales forces sort through the myriad of existing systems and help guide their companies to find the essential few.
People in Big Companies Work to LiveIf you work in the technology industry and particularly in Silicon Valley, you become used to employees who work tirelessly to improve their companies. It is not difficult to imagine one of these employees independently finding a new technology then championing it inside of her company simply because she wants her company to become great. Outside of technology and especially in very large companies, people generally don’t do things like that. Most large company employees like to stay within the scope of their defined job. If they must make a choice between potentially advancing the efficiency of their employer via new technology or getting home to see their 8 year old’s pee wee baseball game, it’s not a difficult decision. As a result, expecting them to adopt your product with no help is probably not a good idea.
Final ThoughtsIf you are selling to consumers or companies that behave like consumers, then moving away from the old channel models may make perfect sense. However, if you plan to sell to a large enterprise, keep in mind that the new boss is the same as the old boss.
Ben Horowitz is a partner at Andreessen Horowitz and the former co-founder and CEO of Opsware.
HP Partner First is a channel partner program that provides resources and benefits for value-added resellers (VARs), systems integrators (SIs), service providers, hosting providers, independent software vendors (ISVs), distributors and other businesses that want to collaborate with HP Inc.
HP Partner First Program members can access a range of benefits, certifications and financial incentives and discounts. The membership structure has three primary tiers: Silver, Gold and Platinum. Each of these program levels has its own set of requirements, benefits and rewards.History of HP's partner program
HP Partner First Program formed following Hewlett Packard's companywide split in 2014, which resulted in two stand-alone organizations: HP Inc. and Hewlett Packard Enterprise (HPE). While HPE focuses on enterprise products and services, HP Inc. is centered on PC and printer technology.
HP Partner First Program was rolled out in 2015, alongside HPE Partner Ready Program. Elements of both programs were derived from HP's former partner program, HP PartnerOne. According to company executives at the time, initial design considerations included ensuring HP PartnerOne partners could preserve their investments in training and membership level as they migrated into the new programs.
Since its launch, HP Partner First has been updated to streamline the program. The tier structure, for example, was simplified to Silver, Gold and Platinum in 2016. That same year, the company also introduced three sales tracks to accommodate different channel business focuses: volume selling, global systems integration and specialized solutions.
After acquiring Samsung Electronics Co.'s printer business in November 2017, HP Inc. integrated the Samsung partner program with Partner First. Samsung's printer business included A3 printer technology, a segment that HP identified as a major growth opportunity for its business printing.Basics of HP Partner First
HP Partner First Program serves about 18,000 partners globally, according to HP Inc.
As of 2018, HP Inc. said it is looking to refine the global SI program within HP Partner First and expand its demo purchase program.HP ISV Partner Program
HP Inc. offers an HP ISV Partner Program for ISVs in conjunction with HP Partner First. ISV partners can access marketing, sales and technical support through two tracks: a Mobility Track to test and validate software products on HP's mobility portfolio and a Retail Track for access to HP's retail platforms.
According to HP Inc., HP ISVs are required to focus primarily on software development and HP's targeted markets. Additionally, HP ISVs must sign a partner agreement, actively promote HP and participate in pipeline reviews and sales lead sharing. HP also asks ISV to commit to solutions training and a joint business plan with HP.
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CWNA [1 Certification Exam(s) ]
CWNP [13 Certification Exam(s) ]
Dassault [2 Certification Exam(s) ]
DELL [9 Certification Exam(s) ]
DMI [1 Certification Exam(s) ]
DRI [1 Certification Exam(s) ]
ECCouncil [21 Certification Exam(s) ]
ECDL [1 Certification Exam(s) ]
EMC [129 Certification Exam(s) ]
Enterasys [13 Certification Exam(s) ]
Ericsson [5 Certification Exam(s) ]
ESPA [1 Certification Exam(s) ]
Esri [2 Certification Exam(s) ]
ExamExpress [15 Certification Exam(s) ]
Exin [40 Certification Exam(s) ]
ExtremeNetworks [3 Certification Exam(s) ]
F5-Networks [20 Certification Exam(s) ]
FCTC [2 Certification Exam(s) ]
Filemaker [9 Certification Exam(s) ]
Financial [36 Certification Exam(s) ]
Food [4 Certification Exam(s) ]
Fortinet [13 Certification Exam(s) ]
Foundry [6 Certification Exam(s) ]
FSMTB [1 Certification Exam(s) ]
Fujitsu [2 Certification Exam(s) ]
GAQM [9 Certification Exam(s) ]
Genesys [4 Certification Exam(s) ]
GIAC [15 Certification Exam(s) ]
Google [4 Certification Exam(s) ]
GuidanceSoftware [2 Certification Exam(s) ]
H3C [1 Certification Exam(s) ]
HDI [9 Certification Exam(s) ]
Healthcare [3 Certification Exam(s) ]
HIPAA [2 Certification Exam(s) ]
Hitachi [30 Certification Exam(s) ]
Hortonworks [4 Certification Exam(s) ]
Hospitality [2 Certification Exam(s) ]
HP [750 Certification Exam(s) ]
HR [4 Certification Exam(s) ]
HRCI [1 Certification Exam(s) ]
Huawei [21 Certification Exam(s) ]
Hyperion [10 Certification Exam(s) ]
IAAP [1 Certification Exam(s) ]
IAHCSMM [1 Certification Exam(s) ]
IBM [1532 Certification Exam(s) ]
IBQH [1 Certification Exam(s) ]
ICAI [1 Certification Exam(s) ]
ICDL [6 Certification Exam(s) ]
IEEE [1 Certification Exam(s) ]
IELTS [1 Certification Exam(s) ]
IFPUG [1 Certification Exam(s) ]
IIA [3 Certification Exam(s) ]
IIBA [2 Certification Exam(s) ]
IISFA [1 Certification Exam(s) ]
Intel [2 Certification Exam(s) ]
IQN [1 Certification Exam(s) ]
IRS [1 Certification Exam(s) ]
ISA [1 Certification Exam(s) ]
ISACA [4 Certification Exam(s) ]
ISC2 [6 Certification Exam(s) ]
ISEB [24 Certification Exam(s) ]
Isilon [4 Certification Exam(s) ]
ISM [6 Certification Exam(s) ]
iSQI [7 Certification Exam(s) ]
ITEC [1 Certification Exam(s) ]
Juniper [64 Certification Exam(s) ]
LEED [1 Certification Exam(s) ]
Legato [5 Certification Exam(s) ]
Liferay [1 Certification Exam(s) ]
Logical-Operations [1 Certification Exam(s) ]
Lotus [66 Certification Exam(s) ]
LPI [24 Certification Exam(s) ]
LSI [3 Certification Exam(s) ]
Magento [3 Certification Exam(s) ]
Maintenance [2 Certification Exam(s) ]
McAfee [8 Certification Exam(s) ]
McData [3 Certification Exam(s) ]
Medical [69 Certification Exam(s) ]
Microsoft [374 Certification Exam(s) ]
Mile2 [3 Certification Exam(s) ]
Military [1 Certification Exam(s) ]
Misc [1 Certification Exam(s) ]
Motorola [7 Certification Exam(s) ]
mySQL [4 Certification Exam(s) ]
NBSTSA [1 Certification Exam(s) ]
NCEES [2 Certification Exam(s) ]
NCIDQ [1 Certification Exam(s) ]
NCLEX [2 Certification Exam(s) ]
Network-General [12 Certification Exam(s) ]
NetworkAppliance [39 Certification Exam(s) ]
NI [1 Certification Exam(s) ]
NIELIT [1 Certification Exam(s) ]
Nokia [6 Certification Exam(s) ]
Nortel [130 Certification Exam(s) ]
Novell [37 Certification Exam(s) ]
OMG [10 Certification Exam(s) ]
Oracle [279 Certification Exam(s) ]
P&C [2 Certification Exam(s) ]
Palo-Alto [4 Certification Exam(s) ]
PARCC [1 Certification Exam(s) ]
PayPal [1 Certification Exam(s) ]
Pegasystems [12 Certification Exam(s) ]
PEOPLECERT [4 Certification Exam(s) ]
PMI [15 Certification Exam(s) ]
Polycom [2 Certification Exam(s) ]
PostgreSQL-CE [1 Certification Exam(s) ]
Prince2 [6 Certification Exam(s) ]
PRMIA [1 Certification Exam(s) ]
PsychCorp [1 Certification Exam(s) ]
PTCB [2 Certification Exam(s) ]
QAI [1 Certification Exam(s) ]
QlikView [1 Certification Exam(s) ]
Quality-Assurance [7 Certification Exam(s) ]
RACC [1 Certification Exam(s) ]
Real-Estate [1 Certification Exam(s) ]
RedHat [8 Certification Exam(s) ]
RES [5 Certification Exam(s) ]
Riverbed [8 Certification Exam(s) ]
RSA [15 Certification Exam(s) ]
Sair [8 Certification Exam(s) ]
Salesforce [5 Certification Exam(s) ]
SANS [1 Certification Exam(s) ]
SAP [98 Certification Exam(s) ]
SASInstitute [15 Certification Exam(s) ]
SAT [1 Certification Exam(s) ]
SCO [10 Certification Exam(s) ]
SCP [6 Certification Exam(s) ]
SDI [3 Certification Exam(s) ]
See-Beyond [1 Certification Exam(s) ]
Siemens [1 Certification Exam(s) ]
Snia [7 Certification Exam(s) ]
SOA [15 Certification Exam(s) ]
Social-Work-Board [4 Certification Exam(s) ]
SpringSource [1 Certification Exam(s) ]
SUN [63 Certification Exam(s) ]
SUSE [1 Certification Exam(s) ]
Sybase [17 Certification Exam(s) ]
Symantec [134 Certification Exam(s) ]
Teacher-Certification [4 Certification Exam(s) ]
The-Open-Group [8 Certification Exam(s) ]
TIA [3 Certification Exam(s) ]
Tibco [18 Certification Exam(s) ]
Trainers [3 Certification Exam(s) ]
Trend [1 Certification Exam(s) ]
TruSecure [1 Certification Exam(s) ]
USMLE [1 Certification Exam(s) ]
VCE [6 Certification Exam(s) ]
Veeam [2 Certification Exam(s) ]
Veritas [33 Certification Exam(s) ]
Vmware [58 Certification Exam(s) ]
Wonderlic [2 Certification Exam(s) ]
Worldatwork [2 Certification Exam(s) ]
XML-Master [3 Certification Exam(s) ]
Zend [6 Certification Exam(s) ]
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