Case Study Crossing The Chasm Marketing Essay

Case Study Crossing The Chasm Marketing Essay Crossing the Chasm by Geoffrey A. Moore is one of the most authoritative books on high-tech marketing, and best-selling book of the influential business publishing houses Business Week. It is dedicated to marketing and sales of high-tech products for the mass market and related issues. In particular, the author argues that early and major high-tech product markets are divided by a gap or chasm, and all the forces of high-tech enterprises should be directed on overcoming it. The existence of the chasm is determined by the significant differences between the participants in early market (technology enthusiasts and visionaries) and the participants of the mass market (pragmatists). Tips for overcoming these differences, correct positioning and the correct choice of market segments all these can be found in Geoffrey Moores Crossing the Chasm (1991). Generally, if one has read Geoffrey A. Moores book, one has probably learned the main lesson: shifting from one segment of product life cycle to another, the company risks falling into a deadly trap. Crossing the Chasm is actually talking about changing the type of market (from One-For-All to All-For-One), in which companies are functioning. Such changes happen all the time, and the task of a good manager is to know about them and manage them. At first, when the software or complex computer products are at the stage of development and first tests, and are claimed only by fans or advanced industrial customers, we have the All-For-One market. In this market, the seller must do everything possible to meet the demands of individual customers. For the cycle of complex products creation, this first stage is factually the time for finding the few who will see something valuable for oneself or ones business in the new product. They will be ready to suffer disadvantages of the product as long as the seller (the creator) is surrounding them by additional services (like delivering defective parts, creating missing programs, etc.). It is clear that in this cycle stage, the seller cannot satisfy thousands or millions of users (Moore, 1991). As soon as the goods are ready to meet the mass market, the situation changes. Now, it is necessary to respond to any reaction of the first buyer, and make millions of people who know nothing about the product invest into the packaged solution. One should understand that its impossible to sell the products unless they meet customers needs. But having created such, there is no other way, but to make customers buy these goods through advertising pressure, promotions in stores and so on. Finally, we get the One-For-All market. As rightly written by J. Moore (1991), this market uses completely different laws from the All-For-One market. Buyers do not want the anticipatory care, but guarantees that it works for others. They are not interested in adjustment of the product on demand, but a stable operation or a non-stop service center. They do not want to boast that they bought something no one has, but be sure that they will not be fired because of that purchase. In general, the One-For-All market is a mass market with all the consequences connected with it. Moores main merit for the developers of all new products is the formulation of the phenomenon of the chasm that lies between the different psychological types of consumers, the product meets moving along the life cycle curve. Through the images of innovators, followers and conservatives, who face the goods in turn, Moore (1991) showed why the success of the product within one audience means nothing to another one, and therefore, why a successful product actively spinning up can suddenly stop in its development, or even disappear from the sight. In addition to the revolutionary idea of the abyss, Moore (1991) has formulated a lot of other ideas deserving individual pedestal. Its in his work that we can find one of the first references to such a phenomenon as the ecosystem of the product; the reasoned conviction to why the main reference for decision making should be based on informed intuition, rather than quantitative research; and niche strategies of market penetration. Moore (1991) predicts that in future, the markets skeptics and conservatives (and not innovators, as it has been commonly believed until now) should become a major battleground for technology companies, and also suggests what should be the main weapon of this struggle for the audience. However, far not every change creates a chasm. For example, the juice from PepsiCo for teenagers is a new idea, but it does not require a new type of refrigerator or new glasses. The criterion for classification of the product to a model of the chasm is the effect of interruptions caused by its appearance on the market. If a new product makes people refuse their habits and change their behavior model, then it surely faces a chasm in the market, because despite all the advantages, its adoption requires sacrifice. Here the gap occurs: some enthusiastically adopt the technology, and others equally strongly reject it. The chasm appears in any community, which, having faced discontinuous innovation, breaks up into groups of early adopters, pragmatists, late followers and skeptics. Thus, when a company buys a new technology, therell definitely be a chasm, first of all, among companys staff: some are willing to accept it, others do not. What should be done in such a situation? Moore (1991) argues that skeptics should simply be told that this technology can solve the problem they cannot solve in any other way. But if it is quite easy to overcome the gap within the company, the chasm in the market carries much higher risks. The chasm also occurs when new resources appear. The reason for the chasm in the computer market was that the chips became faster and more powerful; it allowed creating products that previously could not have been even imagined. Todays interest in alternative energy reminds the computer industry 30-40 years ago. The interruption effect is explicit here. For example, a very traditional sector, the automotive industry, for a long time was very conservative. However, in the 1990s it began progressing. An attempt to bring to market electric car was unsuccessful. But hybrid cars that use both gasoline and electric motor seem to have managed to overcome the chasm. According to Moore, the best indicator of the industry moving over the chasm is a community of venture capital (Moore, 1991). In general, in the IT field the support for new products have become the so-called visionaries. Occupying high positions in their companies, they are interested in competitive advantages of the new technologies. This category of customers helps young companies to cope with the chasm. But in the FMCG-market there are no such characters. So, what should the small companies do with innovative ideas for consumer markets? According to Moore, the chasm models can be applied to consumer markets only with serious reservations. These are very conservative markets, here the gap between the wealthy few visionaries and the rest of the audience is almost insurmountable. There is a notion of enough, the main barrier to interrupting innovations in consumer market. It strives to ensure that innovations are not interrupting; it makes them less daring trying to simplify them. Business will overcome the chasm, if it gives the opportunity to solve problems. But there is no competition between the custom ers in the store, you cannot help the customer to solve a problem with your change. The only way to success in consumer market is not to create gaps (Mohr, 2000). However, what to rely on, starting the process of overcoming the chasm? Moore writes that the quantitative analysis cannot help, because it requires facts, and facts appear when something happens. Therefore, the results of quantitative market research are completely useless for predicting of how the product will overcome the chasm. Businessman needs a model for the future. He should be able to rise above the business process and detect the sample. None of the life situations may be exactly taken for the sample. To determine whether this model is sufficient for the situation, can it be put as basis for future actions, or it is the wrong model and it should be eliminated, one should have informed intuition. None of the cases of quantitative analysis changes the model, but it is needed, because the world is constantly changing. High-tech companies, which have to overcome the chasm, in fact, create it themselves. On the one hand, it would be advantageous to choose the expectant tactics and to watch other fall into the chasm, but on the other hand, attitude to chasm depends on the size of the company. If it is small, it tends to pass the chasm as soon as possible not to let big companies to grab them while they are fixed on the other side. For big companies, on the contrary, it is advantageous to use the expectant strategy. Large companies are not inclined to engage in interrupting innovation within themselves. But they can buy companies that overcame the chasm, and raise them to a new level (Mohr, 2000). A good example: Apple invented graphical computer, and Microsoft waited a bit and captured the market. However, Moore (1991) believes that the rule running that in order to succeed in the technology market, one must first capture a niche, is not absolute. The opposite situation is often observed: the winner in the mass market is not the winner of a niche. Niche market surely does not always lead to the capture of the major one, but at least allows entering it. Typically, a young company dealing with technologies initially has few buyers who cannot provide it with a steady income. But until the company has a loyal group of buyers, it shouldnt even try to enter the prime market. The company finds itself in the conditions of fighting for each sale, but when a niche market is captured, the company can be considered successful. The purchase of a new product ceases to cause a surprise among major players. Thus, a niche market is the gateway to the core market; and if the company wins there, a number of new niches are formed around it and finally, the company will be with higher probability successful in them. At the same time, Moore (1991) says that the chasm is difficult to predict. Most often, companies find it only when they stand over it. So, what decisions should be made in this case? According to G. Moore (1991), if a company has found itself hanging over the abyss, the best solution is to retreat. When the product is too immature and cannot bridge the gap, it is necessary to postpone the work on it until better times; otherwise it will drag the whole company into this chasm. The company can also try to become a consultant or service company. After all, it still has ideas beside the product. Instead of selling a product, the company can personalize the technology for the solution of each specific task, and thus selling not products, but projects. However, in this case, all the people who cannot be engaged in consulting services (administrative and technical staff, product sales managers, marketers) are to be downsized. Attempts to cross the chasm actually create chasms within the organization itself, presented by the conflict between start-up generation and generation of mature business. Often, companies have to sacrifice the creators of the technology for the sake of survival. This may seem unfair, and when the market is at an early stage of development, the leader really must be a fan of the technology, attracting a certain type of customers (fans). But when the chasm is overcome, the company needs other customers pragmatists. And here it becomes clear that visionaries cannot find common language with them and begin to push the company back into the abyss. At this stage, the company has to change its leaders: most often, they become technical directors, as technological vision is required even in the mature market. Thus, though the main objects of desire of IT companies have always been buyers-innovators, already in the early 1990s Moore claimed that that the conservatives are the future of the IT market. Today we see how the compass of many technology companies turns in their direction. The whole point is that the conservatives are afraid of the responsibility for the new technology. They are happy to use it when it runs by itself. Therefore, in the mature market conservatives are the most fertile audience, they are very loyal to products they purchase. Most buyers of FMCG-market are very conservative in giving preference to one and the same brands (Mohr, 2000). For example, today most buyers choose cell phones by their color and shape, rather than because of technical characteristics, although until recently these people did not believe in the usefulness of the phone and basically did not buy it. Selling products to conservatives, companies face the fact that at this stage all the technologies are similar and competitive differences are minimal. Companies still have to be creative in design, small modifications, and service development. This seems to be a paradox: conservatives need to sell creatively. On the other hand, according to Moore (1991), the fact is that the process of innovation does not end after overcoming the chasm, but simply its essence is changing. At the early stages, it was connected with the essence of technology, and later with the appearance of the product. Conservatives do not need new technology, they need superficially attractive technology; they welcome only two changes in the product: when it gets cheaper and when it becomes seemingly more attractive. Therefore, a more advanced manufacturing technology is needed to make it cheaper, and the efforts of marketers to make it more vivid. On the whole, the more mature the market becomes, the less the essence of technology changes. Here automobile can be a good example. The majority of innovations are connected with style, interior and decoration of the car, aimed at making it more beautiful and comfortable, at reducing its size and price (Mohr, 2000). For example, the Chinese offered Chery, which will cost about $ 10Â  000 in the USA, while Mercedes and BMW are focused on comfort: climate control, leather seats, automatic doors and stuff. But all this does not deal with technologies; it is rather a supporting innovation. Such innovations make the existing products better, but do not create new technologies and do not change anything in their essence. As a result, the product becomes more convenient to consume. During most of the products life cycle the innovations are supportive, while disruptive innovations are much less common. Surely, in the world of high-tech, they should occur permanently, but now the technology as such becomes more mature and the intensity of intervenient innovations declines. Moore also says that the model of disruptive technologies in high-tech should also be interesting for other industries. The logical question is if principle of turning market will work for those who do not work in IT, where the author drew inspiration for his book. No less logical question is whether once turned over the market can make a turn again. The answer to both questions is yes. First, IT market is just one of many markets in the world, and it would be strange to consider it an exception to the rules. Digital technologies have transferred significant gaps to the entertainment industry. When Sony created the videotape recorder, people became accustomed to viewing home videos. In finance and airline industry, the effect of interruption can be seen today in the decentralization process and the change of aviation model. Thus, traditional carriers adhere to the nodal model, with several towns through which they conduct their main operations. The nodal model is good for long hauls, but for short distances is much more convenient to fly from point to point. Young companies like Southwest Airlines have adopted cost-effective aircrafts, which are easy to fly at medium distances. As a result, their clients were able to fly without transfers. Big companies have not noticed this niche and now its captured by small entrepreneurial companies, which is a real breakthrough. The second question is much more interesting, because a developing company will at all times meet on its way markets in both states. Moreover, it is constantly working in a situation where both types of market are taking place in one and the same market. For example, any seller of any goods in retail outlets is simultaneously working with both types of market. For those networks that are important in terms of sales and product image (class A network) the seller selects a special team, which is occupied by only the satisfaction of the vagaries of purchasers of such networks (All-For-One market). For all other networks that do not bring considerable profit, the seller holds a general division (One-For-All market). Thus, drawing out practical advice from Moore, in order to obtain maximum profit from both types of markets, a company has to divide its sales into two parts in compliance with the type of market. These departments should also be divided geographically, then the sales are to grow significantly in at least 3 months. However, the markets should be divided accurately, as the incorrect operation cannot contribute to the development of sales. If it turns out that one of the markets is just a tiny fraction of companys turnover, it should be eliminated in order to concentrate on the remaining market and increase it at times. Nowadays, it rarely happens when a bestseller contains practical, applicable to life lessons. Geoffrey A. Moores Crossing the Chasm is surely one of such rare works; it teaches both IT-companies and non-high-tech sector to separate markets and manage the gap when shifting between their types.

charles lindbergh :: essays research papers

Charles Lindbergh Born February 4, 1902, in Detroit, Michigan, Charles Lindbergh grew up on a farm near Little Falls, Minnesota the son of a lawyer/U.S. Congressman. Charles showed exceptional mechanical ability, even as a child, and was encouraged to attend college and make the most of his talent. After graduating high school, Charles stayed on to work at the family farm for two years before enrolling in the University of Wisconsin-Madison, where he would study Engineering. Full of a passion for airplanes and the newly expanding field of aviation, Charles Lindbergh left college after two years to attend the Lincoln Flight School in Nebraska. when graduated, Lindbergh would spend the next few years performing daredevil stunts and county fairs and carnivals. Charles enlisted in the United States Army in 1924, to be trained as an Army Air Service Reserve pilot. Graduating the following year, Charles Lindbergh was named the best pilot in his class. In 1919, Raymond Orteig, a New York City hotel owner, offered $25,000 to the first aviator who could fly nonstop from New York to Paris. Several pilots tried and failed. But on May 20, 1927,with The Spirit of St. Louis, Lindbergh took off from Roosevelt Field in New York, and became the first pilot in the world to make a solo, nonstop flight across the Atlantic Ocean. Lindbergh flew some 3600 miles in just over 33-hours and proudly collected his $25,000 reward in front of cheering fans in Paris. The press nicknamed Mr. Lindbergh "Lucky Lindy" and the "Lone Eagle" and he instantly became a hero. With success and fans everywhere, twenty-five year old Lindbergh flew to various Latin-American countries in 1927, at the request of the U.S. government. While working in Mexico, Lindbergh met Anne Spencer Morrow, the daughter of the American Ambassador. They would marry in 1929, and travel the world together, charting new routes for various airlines that are still used by commercial jetliners today. Ms. Lindbergh herself would go on to become a famous poet and writer. Much to world's surprise, twenty month old Charles Augustus Lindbergh, Jr. was kidnapped from his home nursery in New Jersey in 1932, making headlines across the country. Leaving only a ransom note demanding $50,000 in the window and a homemade ladder leaning against the Lindbergh home, it seemed someone had kidnapped the baby of the most famous man in the world and not left any evidence behind.

Porter 5 forces for JetBlue Airway Essay

Potential Competitors: Low – Rivalry among existing firms is intense, which affect the profits to be low. It ¡Ã‚ ¦s unattractive to the potential competitors. – High initial investments and fixed costs such as lease a fleet of safe and reliable aircraft, negotiate reasonable gate access and landing fees as well as high labor and fuel costs. – There are the price competitions in the airline industry, which some major airlines offer the low-price fares that is very difficult for new entrants to gain enough profit to cover the investment and fix cost in this industry. Rivalry among Existing Firms: High – Currently, there are many major airlines such as Delta, United and American that exist in the same market as Jet Blue. Those airline companies have used similar strategies as JetBlue. United and American Airline flies to the same cities as Jet Blue and appeal to the business travelers who have the least sensitivity on price. – Airline industry is extremely sensitive to economic cycles. Mature industry life cycle. The Bargaining Power of Buyers: Medium to High – Internet gives the power to the customers to search for the low fares. – Leisure travelers who are not sensitive with the price and most of them are loyalty to the particular industry that offer the best service and offer the best flying experience. – There are many airlines in the market that offers the same flying experience in the low-price. Bargaining Power of Suppliers: High – Boeing and Airbus are the only two suppliers of new aircraft for commercial passenger airlines. This allows them to have power of suppliers in the airline industry. – Airline workers are unionized, which let them have power of labor supply. – OPEC countries have the significant impact for airline industry. The reason is that the fuel is another substantial input cost for airlines, ranging from about 8% to 10% of revenues. Currently, the fuel for the aircraft are rising then the affect from oil price increasing push some airline companies to loss revenue in year 2005 such as Delta and Jet Blue. Substitute Products: Medium – For short flight, the substitute could be the automobile. – Faxes, teleconferencing and videoconferencing can substitute traveling by plane for business travelers. – Switching cost for customers from airplane to automobile and other technologies save the money for a lot of travelers. Relative Power of Other Stakeholders – Internal Revenue Service has just published the mileage deduction rate for 2006. It is 44.5 cents a mile. That’s down from 48.5 cents a mile for the last four months of 2005, which reflected a special adjustment for rising gasoline prices; – Long Beach communities files charges against airlines for noise violations. – Customers file against Jet Blue for showing the passengers data to the third party.

The Corporate Culture in Merrill Lynch

The Corporate Culture in Merrill Lynch Ethical issues in the legal case of Merrill Lynch In 2005 and 2006, a group of complainants filed racism charges against Merrill Lynch. They did it for the benefit of former Black American financial advisors and financial trainees (Hartman DesJardins, 2013).Advertising We will write a custom essay sample on The Corporate Culture in Merrill Lynch specifically for you for only $16.05 $11/page Learn More The claims stated that Merrill Lynch was involved in favoritism, which limited Black Americans from getting business prospects and clients’ accounts. As a result, the Black Americans received lower salaries and felt demeaned. The organizational culture at Merrill Lynch did not favor the Black Americans. In 2005, only five percent of all the financial advisors were Black American and very few of them were employed as brokers. The lawsuit also stated that Merrill Lynch hindered career growth of the Black Americans (Craig, 2007). They received no promotion hence they did not advance in their career. Consequently, the Black American employees were demoralized and their work was affected negatively. Racism was wrong because it allowed practices that were a hindrance to getting employment prospects. A statement of whether the ethical issue is wrong or not and why Showing favoritism based on race is unlawful. It is against federal laws for a company to practice racism. The law protects employees against racism in all aspects of employment and work conditions. A lawsuit can be filed against a company that discriminates certain individuals from promotion and other employment gains. Discrimination is wrong because it hinders capable persons from taking leadership opportunities in the corporate level. Racism is also wrong because it makes the company lose many business prospects (Craig, 2007). If the management is composed of people from different races, it will have a wide range of ideas and views. Therefore, it will benefit from the prospe cts that a multicultural setting gives. If a company does not support a multicultural leadership, the company may lose considerable profits. In addition, a bad organizational culture is created that does not embrace a multicultural system.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Laws and government regulation to avoid the ethical problem, and the internal controls that might have prevented this situation Laws and government regulation are required to avoid the ethical problem. If a company has racial discrimination, a lawsuit can be filed against the company. To avoid racism at Merrill Lynch, certain practices could have been adopted. Merrill Lynch could have planned trainings on racism, diversity, and employees’ rights. As a result, the workforce could be aware of their rights, and federal laws that pertain to employment. In addition, Merrill Lynch could have endor sed policies that fight against racism such as affirmative action. Moreover, Merrill Lynch could have encouraged a culture that embraces diversity (Ferrell Fraedrich, 2009). The company could have accomplished this goal by giving employment opportunities and promotions to both Black and White Americans on equal terms. Merrill Lynch could also encourage team-building activities among employees. Team building would help workers get the opportunity to know each other and appreciate the skills of other employees. Merrill Lynch could also form partnership with the right organizations to identify racism in the company and address it appropriately. Was the problem more a matter of individuals gone wrong, or was it more systematic and organizational? The problem at Merrill Lynch was more systematic and organizational. Systematic discrimination is a trend in the structure of a company, which shows bias to individuals of a particular minority group such as women and black Americans. Systemat ic discrimination covers all aspects and procedures in the organization. The problem with Merrill Lynch was systematic and organizational because there was a very low percentage of Black Americans who worked as financial advisors. Moreover, the few who were employed remained stagnant in their career growth. Therefore, this was a problem with their organization structure and culture, which did not allow cultural diversity (Craig, 2007). Reference List Craig, R., (2007). Systemic Discrimination in Employment and the Promotion of Ethnic Equality. The Netherlands: Hotei PublishersAdvertising We will write a custom essay sample on The Corporate Culture in Merrill Lynch specifically for you for only $16.05 $11/page Learn More Ferrell, O., Fraedrich, J. (2009). Business Ethics 2009 Update: Ethical Decision Making and Cases. USA: Southwestern Cengage Learning Hartman, L., DesJardins, J. (2013). Business Ethics: Decision Making for personal Integrity Social Respons ibility. USA: McGraw Publishers

Gods Laws Essays - Black Holes, Hypothetical Astronomical Objects

God's Laws Essays - Black Holes, Hypothetical Astronomical Objects God's Laws The oldest profession in the world is not what would be commonly accepted in society. Before a woman had a chance to sell her body, people looked up at the stars and wondered what they were. They made figures out of the shapes they made. As we advanced through scientific research many other doors opened that allowed us to see what it was the earth is existing in. Our constant need to explain what is happening comes from our want to control. Knowledge is power, and nothing is more unexplained that the universe. Time is interlocked and must be understood if we want to accomplish a deep knowledge of the cosmos. Commonly it was thought that there was no such knowledge. The author Stephen Hawking had shown many otherwise. His books give a deep history and knowledge of how the universe exists. He also explains many others aspects of the cosmos and puts his works in an understandable writing style. He puts the largest accent on his studies of black holes. These are fascinating happening and the way to understanding the universe and several others can be found through the study of black holes. There are several features of black holes that makes them incredibly fascinating. The first one would be the common misconception of how noting can escape a black hole. This is true in most points. If nothing can escape them, how does one detect a black hole? Stephen Hawking discovered a fascinating aspect using anti-particle properties. He found that when matter is pulled into a black hole by gravity matter is constantly being pulled apart. This causes the anti-parties of matter to be throw away at incredible rates. This happens at consistent times. The large amount of gamma radiation let off by this is how Mr. Hawking now finds black holes. Another interesting concept of black holes is they are can be formed other ways than by the end of a stars life. Stephen Hawking and his associates found that any nuclear explosion can cause the birth of a black hole. Hawking stated that is all the heavy water, a component used in nuclear weapons, was used to create a nuclear explosion a black hole the size of earth would be created. He also stated no one would be around to witness the creation. It would have been caused by the implosion of earth at a massive rate and the amount of energy produced by the nuclear explosion. This had me wondering. Stephen Hawking also stated that is a black how small enough not to disturb the orbit of earth existed close enough to earth that its power could be harnessed to produce huge amounts of energy. This made me wonder if the same concept could be used, except with all the wastes materials on earth. I do not know the exact physics of it all, but from Mr. Hawking explanations it seemed like it might work. Black holes were also explained by Stephen Hawking as how they transcended time. Apparently the massive gravitational pull creates a rip in the space-time continuum. It is unknown what happens to matter when it is pulled into a black time wise. All matter will be ejected into space eventually as the black hole loses itself. The smaller a black hole, the more matter is ejected. It may be an odd happening, but because of the larger black holes are harder to detect than smaller black holes. Mr. Hawking stated of how if an astronaught gets pulled into a black hole the tidal forces would stretch him into a long piece of spaghetti like person. However, his life would not end in the black hole. Given enough time he would be eventually ejected into space as particles. All matter in a black hole will eventually be lost into space. The smaller a black hole is, the more matter is lost by the black hole. Stephen Hawking explained what is thought to have happened to a black hole when all its matter is lost. The hole in the space-time continuum would collapse and an explosion as massive as on of a supernova would happen. It would leave the tear in time. I wondered when the explosion would happen? Would it happen now, or ten to trillions of years from when it actually collapses. The tear in time where would it exist? Until an actual black hole is found close enough to us I suppose these questions will remain uninsured.

HP Essay Example | Topics and Well Written Essays - 500 words

HP - Essay Example tt-Packard is very much focused on improving the following: (1) customer loyalty; (2) profit; (3) market leadership; (4) growth; (5) employee commitment; (6) leadership capability; and (7) global citizenship. (HP, 2008h) Hewlett-Packard offers a wide-range of products and services related to digital photography and entertainment as well as computer related products such as PC, laptops, and printers for personal and business use aside from large IT storage, servers, and software. (HP, 2008a) Back in 2005, Mark Hurd was appointed as the Chairman, President, and CEO of Hewlett-Packard. (HP, 2008c) As the VP of HP’s Personal Systems Group, Todd Bradley manages the business related to personal computers, mobile devices, technical workstations, digital television, personal storage solution and internet services. (HP, 2008e) EVP of Technology Solutions Group, Ann Livermore handles business related to storage and services, software and services (HP, 2008f) whereas EVP and Chief Information Officer, Randall Mott manages the global IT strategy and the company’s IT assets. (HP, 2008g) Aside from the headquarters located at Palo Alto, California; HP has several offices throughout the U.S., Canada, and Latin America (Americas); Europe, Middle East, and Africa (EMEA), and the Asia Pacific. (HP, 2008j) (See Table I – Complete List of Offices Around the World on page 5) Operating in more than 170 countries in the world market (Hewlett-Packard , 2008a), Hewlett-Packard has captured a market share of 42%, 41%, and 17% in U.S., Canada, and Latin America (Americas); Europe, Middle East, and Africa (EMEA), and the Asia Pacific respectively (HP, 2008b). Pettey, C. (2008, January 16). Gartner. Retrieved July 22, 2008, from Gartner Says Worldwide PC Market Grew 13 Percent in 2007: Hewlett-Packard Widens Its Position as Leading Vendor of Worldwide PC Shipments :

An analysis of an aspect of human culture from an anthropological Essay

An analysis of an aspect of human culture from an anthropological viewpoint - Essay Example It has further fostered the subordination of poor and developing nations by the rich and developed nations of the western world. This has lead to an environmental degradation and is regarded as a serious threat to non – western indigenous cultures and economies. This article further argues that the Western countries has set up international bodies like IMF, World Bank, United Nations and other donor agencies to control all major economic and political affairs prevailing in the rest of the world. This papers approaches this issue from the holistic and anthropological perspective which surrounds the economic and non – economic factors at the same time. Let us refer to the works of the famous economist and anthropologist Karl Marx. This great thinker anticipated disturbances and imbalances associated with the unfettered expansion of the global capital. According to Marx, societies go from simple to complex in a number of steps. The pre – historic human culture of th e Aborigines was at a lower evolutionary stage than the Western – European civilization. Similarly, during the cold war between communism and capitalism, the two opposite developing strategies were some form of Central planning and Western economics. Here, the Western developed economic nations with their capitalist approach managed to destroy the so called communist approach which were prevalent in the then U.S.S.R.