Term Paper on "Lenovo and HP Websites Comparing Two Business"

Term Paper 9 pages (2881 words) Sources: 6 Style: APA

[EXCERPT] . . . .

Lenovo and HP Websites

Comparing Two Business Websites

The intent of this document is to review the e-business models, channel utilities and conflicts, security strategies, payment processes and initiatives to instill trust in the Hewlett-Packard and Lenovo websites. Each of these websites sort a product customization strategy that includes build-to-order of laptops, personal computers and servers, in addition to the selling of services to support these specific activities. The need for tight integration of systems across all areas of the website including order capture, order management, catalogs, and pre-sales content in the form of brochures and literature, even post-sales applications including the use of Return Materials Authorization (RMA) requests are together redefining the e-business models of all companies in the PC industry. For Hewlett-Packard and Lenovo, the number and complexity of integrations to make their website operate at peak levels of functionality is significantly higher than many of their competitors. For HP, especially following their acquisition of Compaq, the need for tight systems integration and a more thorough review of just how their combined business model would operate became critical. A comparable, yet less intensive level of analysis was completed when Lenovo acquired the IBM PC Company from IBM. As part of the acquisition the need for ensuring the highest levels of customer and channel service through electronic means became tantamount to the company's direction. With integration as the foundation of each of these company's approaches to enabling their e-business strategies, both companies have readily seen the fact that the greater the level of integration, the higher the level of Return on Investment (ROI) and Return on Invested Capital (ROIC). This also is specifically addressed in the research (Columbus, 2002) points to research results showing that the higher the level of integration between systems the greater the long-term improvement in both ROI and ROIC.

Comparing e-Business Models

Both companies rely on e-business models that integrate both services and products into the same selling process, building a Bill of Materials that specifically tracks sold services and products. This makes it possible for both companies to track the fulfillment of services and the specific products' manufacturing process on a customer-by-customer basis. As the selling and fulfillment of customized services and products requires an inordinate amount of coordination across processes, each company's business models rely heavily on Service Oriented Architectures (SOA. An SOA is a platform that seeks to unify all processes need to support a business model, using it resources to link those processes together. HP's SOA platform to support their e-business model is shown in Figure 1.

Figure 1: How HP relies on a SOA Platform for its e-business strategy

No Touch and Low Touch are product-only fulfillment lanes that support the pick, pack and ship delivery of products throughout the main distribution centers of HP. These orders are captured on the website and then fulfilled automatically. Configure-to-Order is the process workflow for all customized products, and requires that the manufacturing centers have a customized Bill of Material directly from the website to build the precise product the customer is looking for. The High Value and Solutions and Services workflows are the most complex of the business model, as they require a Bill of Materials to be created that includes both products and services to be integrated together. As can be seen from Figure 1 the need for a SOA platform that can unify all these components together is critical.

In the case of Lenovo, their business model is not as services-centric, relying on price-sensitive products and the efficiency of their supply chains as the basis of their e-business model. For Lenovo, the efficiency of their operations is critical. Figure 2 shows the structure of the Lenovo SOA platform, which relies heavily on enterprise software maker SAP. Notice that supply chain management and performance is critical in this workflow shown below.

Figure 2: Lenovo's SOA Platform, which relies extensively on SAP

As Lenovo began as a regional manufacturer in China and quickly progressed to regional, and then global dominance in the low-end PC and laptop markets, their entire it Application Architecture directly reflects the company's e-business priorities. Taking Figure 3 one layer lower it can be seen that the extensive requirement of end-to-end visibility across the supply chain to all customer-facing systems including the many manufacturing and order management fulfillment layers of their SOA platform all serve to link customer demand back to the supply chain. Figure 3 shows just how complex yet also how synchronized a company the size of Lenovo needs to be to support their low-cost production strategy in conjunction with their e-business model.

Figure 3: How Lenovo's it Application Architecture supports its e-business model

The following table compares each of the company's e-business models in a summary form, noting their significant differences in the context of how they approach adding value to their customers. For HP, the majority of their revenues are from their Business-to-Business (B2B) customers, while Lenovo dominates consumer sales of PCs and laptops in China, India and other high-growth economies.

Website e-Business Models

Hewlett-Packard

Has completely supported their e-business model through the use of a pervasive SOA platform, enabling processes that rely on both the selling services and products. Further, the e-business model is organized into dominant process workflows that enable those purchase orders captured online to be routed for fulfillment depending on their requirements. HP's use of an SOA platform to uniquely support the many specific requirements of selling a combination of services and products is what makes their global e-business strategy highly unique. AMR Research (2003) makes the point that the use of integration as the basis for supporting product customization strategies is a best practice.

Lenovo

The Lenovo e-business model is one that stresses supply chain and production efficiency including the ability to quickly respond to customer demands through tight integration to their supply chains. The role of the SOA platform in the context of the Lenovo business model is to focus first on how to streamline the impact of orders, both off-the-shelf, and customized, on the global supply chain. Also highly unique to this business model is the managing of pricing data and its optimal use for defining pricing and services strategies. While Lenovo also offers services, they are not nearly as sophisticated in their approach as HP is.

Website example from HP:

Source:

http://welcome.hp.com/country/us/en/solutions.html

Website example from Lenovo:

Notice the heavy focus on product content and pricing - two sure signs the company is very focused on its supply chain as a competitive weapon.

Source:

http://shop.lenovo.com/SEUILibrary/controller/systemconfig.runtime.workflow:LoadRuntimeTree?sb=:00000025:00000073:&smid=33BE5A810C284B02888CE73C889458DE

Channel Utilities and Conflicts

Both HP and Lenovo have complex indirect channel structures in addition to globally focused direct selling organizations to the Fortune 1,000 level of companies who purchase each company's enterprise products. For HP, the added challenge of integrating their many channel strategies and architectures with Compaq's following the acquisition is a case in point. Further, HP relies on an extensive portal-based strategy specifically for creating their Partner Relationship Management (PRM) strategy. Figure 4 shows how HP organizes their portals, portlets or portal enablers, Data Web Services, and Enterprise Repositories to accomplish the goal of providing each separate channel with the specific information they need over the many websites the company maintains. Collectively these are the PRM strategies that HP relies on to create loyalty and trust with its channel partners. Askegar and Columbus (2002) make the point that order workflows through indirect channels rely on a shared order management process workflow.

Figure 4: HP's use of Portals as the basis of their PRM strategies

HPs' strategy in using portals to support their PRM strategies is to supply the necessary application tools for resellers to complete sales cycles on their products and services. Applications include lead generation, lead management, contact center integration for follow-up, price exception management and special pricing requests, and service request forms. These collectively create a very high level of loyalty in the HP reseller base. HP uses lead management and escalation logic in their applications, delivered via portals, to circumvent and cut down on channel conflict overall. This approach to escalating urgent sales opportunities to the best performing resellers is making a major difference in their ability to electronically alleviate channel conflicts.

Lenovo's channel management strategies have relied on indirect channels primarily, and have become orders of magnitude more complex given the acquisition of the IBM laptop business earlier in the decade. The focus within Lenovo from an electronic enablement of their channel strategies is similar to HP yet it focuses more on and relies on their SOA platform for generating both internal metrics of performance in addition to measures of performance throughout their channels. Do accomplish this Lenovo relies on the SAP NetWeaver platform along with key integration points to deliver Manufacturing Intelligence Dashboards. The structure shown in Figure 5 indicates how Lenovo is relying on the SAP architecture to track the efficiency of their internal systems in serving their channels.

Figure 5: Lenovo's approach to managing channels starts with measuring production metrics as… READ MORE

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