Title: CQF Final Projects of the January ’23 Cohort
Introduction
The world of finance is a dynamic and rapidly changing landscape that requires professionals
not only a deep understanding of traditional financial principles but also the ability to apply
advanced quantitative techniques. The Certificate in Quantitative Finance (CQF) program is
renowned for its rigorous curriculum and hands-on methodology to equipping individuals
with the skills needed to excel in this demanding field. As the January 23 cohort completes
their CQF journey, their CQF final projects demonstrate their knowledge, innovation, and
commitment for enlarging the boundaries of quantitative finance.

Dive into the last projects of CQF
The CQF final projects culminate months of in-depth learning and exploration. Using
advanced quantitative tools, participants are tasked with writing comprehensive dissertations
that address complex financial challenges. These CQF final projects cover various topics,
from risk management and pricing of derivatives to machine learning applications and
algorithmic trading. The program provides participants the expertise and resources to dig
deeper into these complex topics and derive actionable insights.

Innovative applications of machine learning
The January 23 cohort has shown a keen interest in harnessing the power of machine learning
in the financial sector. Some CQF final projects have used machine learning algorithms to
improve portfolio optimization and risk assessment. Participants demonstrated how these
techniques can lead to more informed investment decisions by analysing large data sets and
identifying patterns. This intersection of finance and technology exemplifies the forward-
thinking philosophy of the CQF program.

Navigating the dynamics of cryptocurrencies
Cryptocurrencies have revolutionised the financial world, presenting new challenges and
opportunities. The CQF final projects dug deep into the complex area of ​​crypto valuation, risk
analysis, and trading strategies. Leveraging the program’s comprehensive curriculum,
participants applied quantitative methods to decipher the volatile nature of cryptocurrencies,
shedding light on this emerging asset class.

Advanced derivatives pricing and risk management
Derivatives play a central role in modern finance, and the CQF final projects reveal a
profound understanding of their intricacies. Participants sharpen their volatility modelling
skills, refining options pricing models to better capture market dynamics. These theses
demonstrate mastery of mathematical frameworks and practical application of these models to
real-world financial situations, emphasizing the program’s emphasis on northerly theory
demand and practice.


Sustainable finance and ESG integration

As environmental, social, and governance (ESG) factors become prominent in investment
decisions, CQF Final Projects of the January ’23 cohort explored how quantitative techniques
can be leveraged to combine sustainability considerations. The CQF final projects presented

innovative ways to integrate ESG measures into portfolio construction, improve risk
assessment, and align investment strategies with ethical values. This focus on responsible
investing reflects the CQF program’s commitment to equipping participants with global
financial literacy.

Legacy of the January 23 cohort
The CQF Final Projects of the January ’23 cohort demonstrate the program’s excellence in
developing expertise in quantitative finance. These arguments illustrate the participants’
dedication, analytical sense, and innovative thinking. The cohort has demonstrated a
willingness to contribute to the ever-changing financial landscape by delvering into different
topics and addressing contemporary economic challenges.

Conclusion
The CQF final projects from January 23 highlight the competence and potential of the experts
from this famous program. As the world of finance continues to evolve, these theses
emphasise the critical role quantitative skills and innovative thinking play in shaping its
trajectory. With a commitment to connecting theory and practice, the CQF program is at the
forefront of equipping individuals with the tools they need to thrive in this dynamic industry.
The legacy of the January 23 team will inspire future participants to push the boundaries of
quantitative finance and continue the tradition of excellence.

Keyword: CQF final projects, January ’23 cohort, CQF, finance, quantitative techniques,
quantitative finance expertise, machine learning applications

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Introduction
The benefits of the utilization of the construction contracts include, the requirements of the
agreement while performing home building, the contract paper preserves the rights of the
contractor or builders, superintendent, principles and the other involved parties. In
accordance with the Crown Build project case study, the building construction is located in
the NSW area and it is going to be a four storey building with the fixed amount of AUD28
million and within a fixed timeline as mentioned in the contractual document of this building
project and the contract has been signed under AS4000-1997 regulation. But in the middle of
the project development, it has been detected that the beam size is incorrect and the
contractor has provided notice to the principal and superintendent of the project. The
superintendent has corrected the drawing with correct beam size and instructed to eradicate
the implemented wrong beams. Now gradually the quantity of the handrails has increased
with labour const and delivery delay. Now, the contractor can apply for different progress
claims under different clauses.
Task 1
The Australian building industry mainly follows the laws and regulations of ABIC or
Australian Building Industry contracts, HIA or housing Industry of Australia and the
government contracts. Each of the construction projects in Australia follows jurisdictions of

Building and Construction Industry Security of Payment Act 1999 (NSW), Home Building
Act 1989 that mainly focuses on the building activities of the NSW Area. For the residential
building construction in the NSW area under Schedule 1 of Home Building ACT 1989 refers
that the roof plumbing and Specialist work will be done in relation with dwelling. Governing
law Clauses refers to the transactions between the parties that are mainly operated in the
territories and the states and the parties generally maintain and follow the legislation
attributes of Competition and Consumer Act 2010 (Cth) and the payment security legislation
(Wang and Burdon, 2021). According to the considered mandatory of the general guidelines
of the construction projects, the scope, timeline and the allocation of roles and responsibilities

will be mentioned (Appendix 3) The payment schedule along with the provisional sum and
the contract sum will be written and also the dispute resolution, relief damage, limitation
clauses and available reliefs are also mentioned in the construction contracts. The general
principles of the construction contracts uses different objectives such as the type of work

4
(commercial, design, residential), size and value of the contract, legislative requirements for
state and the mention of the parties who are administering the contract paper such as
architect, contractor, superintendent and the principles.
In accordance with the Australian Standards (AS) there are different general conditions that
are prepared by Standards Australian Committee. The general principles of construction
contract laws are described here-AS 4000-1997: This contract is signed for the construction
delivery purpose and is known as “general conditions of a contract”. AS 4901-1998: it is
mainly as a sub-contract and it is used with the AS4000 principles. AS 4902-2000: this is
mainly built for the construction delivery and design purpose and it is a variant of AS4000.

AS4905-2002 is signed for the minor contract conditions and it is administered by the
Superintendent. Thus, it is clear that the selection of the contract depends on the different
circumstances but there is some general reflection- The amendments or the body of the
contract, instruments of the contract or agreement that are written formally, and the annexure
parts. Some basic features of AS4000 are- the contractor of a construction project is required
to m\execute the completion of the construction project within a fixed timeline and at a lump
sum price. It is important to sign the agreement with the clearly mentioned date of completion
of the construction contracts, if the extension of time is required, and the contractor will have
to provide a ‘qualifying cause of delay’ (Swift, 2019). The case study deals with the
construction project of Crown build that is facing structural difficulties due to the proposed

wrong beam size and this dispute can be resolved by the AS4000-1997 contractual agreement
with the proper utilization of the clauses.
The advantages of using the standards forms of the Australian contracts are- it can reduce the
total cost, the scope of negotiation can be avoided with the signing of document and thus
influences the speediness of the process, However, in the agreement, the rights of the both of
the parties, the proper mentioning of the conditions of the contract, expected date of project
completion, the date of work commencement and the other terms and conditions related to
the construction project are clearly mentioned in the construction contracts. The benefits of
the utilization of the construction contracts include, the requirements of the agreement while
performing home building, the contract paper preserves the rights of the contractor or

builders, superintendent, principles and the other involved parties. The construction contracts
help to lay out the planning and conditions of the owner very clearly. It also ensures that the
owner of the building and the contractor are performing together in order to achieve a

5
common target, The clear guidelines of the contracts helps to perform a better construction
performance and the associate legislations add value to the protection of the builders and
traders (Jones, 2021). In addition to that the changes can be possible if there is any evidential
defect or damage or complaint occurs during the process.

Task 2
According to the case study of the Crown Build, the construction of the four storey building
under Crown Build developer is facing structural deficiencies as the superintendent of the
project has proposed wrong size of beams in the design paper. This issue has been resolved as
the contractor has informed the superintendent and the superintendent has issued a new
design with the correct size of the beams. Moreover, the superintendent has informed us to
remove the used beams and replace them with the correct beams (Appendix 2). Now this
situation has increased the amount of the stair handrails and thus it is enhancing the cost and
the time period. In this case, the contractor will apply for the provision of the compensation
rate from the superintendent as the dispute occurs due to the provision of incorrect
information by the Superintendent. This is a communication problem in the construction
management project.
The construction project of the Crown Build has been made according to the law of AS 4000-

1997 thus it includes a fixed timeframe and fixed allocated cost. For the Crown Build project
the time frame is 24 months and the allocated cost is AUD 28 million. But as the changes
have been done in the building design along with the beam sizes, there is a qualifying cause
of extension of the time period. Thus the contractor can apply for the delay delivery of the
project and delay cost under the AS4000-1997 legislations (EL GEZERY, 2018). The
contractor can apply for the EOT or the delay cost under AS4000 policy as the issue has been
caused by the omission of the Superintendent. In this regard, the qualifying cause of delay
compensable cause, 8.1 can be claimed for achieving the incurred cost due to the quantity
enhancement of the stair handrails, labour cost and beam removal cost.
Under clause number 25.3, the delay cost of the construction of Crown Build project involves
the labour cost. In addition to that the clause number 11.2 is also applicable in this regard as

the changes have been made and thus the costing structure is changing. The constructor can
use the clause in order to include the additional expenses with the lump sum cost of the
project. EOT can be applied in this case as there is a qualifying cause of delay as the mistake

6
has been done by the superintendent and the contractor can apply for achieving a relief. It
cannot be ignored that the principal of the project has also omitted the mistake made by the
superintendent in the beam size (Rıgga, 2019). In accordance with 34.2 clause number, the
contractor of Crown build has already sent a notice to the superintendent and the principal to
apply for EOT. This EOC will be received within 28 days after the claim has been done and
the delay cost has a qualifying cause of delay under clause number Qualifying cause of delay,

CC, 8.1.
Task 3
According to the policies of AS4000, the contractor of Crown Build can claim for the
expansion of the time frame in order to carry out WUC and the contractor needs to prepare a
qualifying cause of delay statement with evidential attributes. There are fundamentally two
types of qualifying cause of delay- i) it is applicable when any omission or mistake is made
by the superintendent of a building construction project and ii) it is applicable when the
mistake or default is made by the contractor of a building construction project or due to
industrial and weather conditions (Van Der Westhuizen and Evans, 2019). In the case of the
Crown Build project, the mistake has been performed by the superintendent of the building
construction as in the initial design the superintendent has proposed an incorrect beam size
which is shorter than the required beams. The Item number 23 can identify another factor
about the qualifying cause of delay as it measures if the EOT is not grantable in this situation.
After that the extension delay will be transformed into the calendar and the business days.
Under clause number 34.2, the contractor will be liable to submit the delay notice and in this

case the contractor of Crown Build has to submit proper documentation with the evidence of
the beam fault to the superintendent of the building project and the principal (RUGINĂ,
2021). This documentation will include the cause of delay and the estimated delivery date of
the project. In this regard it can be considered that claiming of EOC notice and delay notice
are different notices issued by the contractor. The provision of EOC notice comes under
clause number 34.2 and the delay notice provision comes under clause number 34.3. In
accordance with the regulation of clause number 34.3, the contractor of Crown Build has to
provide evidence regarding the fault in the beam size, responsible person and the extended
timeline in the notice of the EOT.

The process of claiming for EOT under AS4000 includes the submission and accessing of
notice of delay with the evidences for ‘qualifying cause of delay’ under the clause number

7
34.2, provision of delay notice, EOT claiming notice under the clause number 34.3, delay
damage claim as stated in the clause number 34.9 and 41.1 and the final assessment under the
clause number 34.4 (Appendix 1). The dispute in the construction building project will come
under 42.1 and the progress claim will be done as an activity of the payment security policy
according to clause number 37.1 (Montalbán-Domingo et al. 2019).
However, demonstration of the delay will be properly reported in the EOC notice. In
accordance with the policies, the superintendent of the Crown Build project has taken
mitigation steps in order to resolve the issue of the incorrect beam size. For taking effective
steps, the superintendent has designed a new building drawing with correct beam size and
instructed to remove the wrong beams that are already implemented in the building.

However, clause number 34.9 is identifying the compensable cause under AS4000-1997. Due
to the omission and the defaulted act of the superintendent, the clause number 1.1 stated that
it is a subject of compensable cause. The item number 26 (Annexure Part A) can detect the
other qualifying causes of damage delay and it also can be ‘Nil’ but the ‘Nil ‘refers that there
is no additional cost found in the case.
The quantum inclusion and the basics of claim need to be considered while preparing the
notice for the damage delay claims. The contractor has to submit and keep updating the
prepared claim as evidencing aspects for the delay. The clause number 34.4 includes both the
non-qualifying and qualifying delay causes in the cases of the overlapped situation. In this
case, it can be considered the prevention steps will be evaluated by the contractor to measure
if the objectives are affecting his attributes or not. Moreover, according to clause number

42.1, the contractor can also provide a dispute notice if he found any disagreement with the
proposal of the superintendent’s instruction (Adzoyi and Nani, 2021). The contractor can also
involve incurred cost that has been increased due to the replacement of the shorter size
beams, labour cost and the increased quantity of the handrails. These inclusions of the cost
will be done under clause number 36.2.
Task 4
There are fundamentally two reasons for claiming cost. Firstly, the incorrect beam size has
extended the delivery date of the building construction and on the other hand the labour cost
associated with the extension of the project and the removal and implementation of the newly

proposed correct beams. These types of costs are regarded as the “global cost claim”. In this

8
regard the superintendent will be considered as a liable person to provide the compensation
cost to the constructor or the builder. The clause number 36.2 indicates that the incurred cost
structure can be claimed by Crown Build as the variation has occurred in the contractual cost
structure. The cost claim will be made as the superintendent has made a mistake in the
building drawing with incorrect beam size. In order to respond to the cost variation, the
contractor will provide the incurred cost quotation and this quotation needs to be verified and
sanctified by the superintendent as a sign of approval. This cost structure will include the
additional cost of the raw materials, labour cost and the extension period cost. It will be
called ‘cost plus agreement’. In accordance with the policies, the superintendent of the Crown
Build project has taken mitigation steps in order to resolve the issue of the incorrect beam
size. For taking effective steps, the superintendent has designed a new building drawing with
correct beam size and instructed to remove the wrong beams that are already implemented in
the building. However, clause number 34.9 is identifying the compensable cause under
AS4000-1997 (Klee, 2018). Due to the omission and the defaulted act of the
superintendent,
the clause number 1.1 stated that it is a subject of compensable cause.
According to clause 26, the expense claim will involve the additional cost with the lump sum
cost in the contract. In addition to that the clause number 25.6 will be applicable as it
indicates the delay labour cost that is a delay damage expense. The clause number 11.2 needs
to be applied as there is a verified costing structure in the construction of the Crown build
project. The clause number 26 will also include the additional costs with the main costing
structure. Now the additional cost includes the labour cost, implemented beam removal cost,
extension cost and the quantity increment cost of the handrails (Hastie, Sutrisna and Egbu,
2017). The value of the raw materials will be added in the additional cost structure according
to the law of AS4000.
Conclusion
As the Crown Build project has been signed under the law AS 4000-1997, the financial and
delay dispute will come under different clauses. The provision of EOC notice comes under
clause number 34.2 and the delay notice provision comes under clause number 34.3. In
addition to that the clause number 25.6 will be applicable as it indicates the delay labour cost
that is a delay damage expense. Under clause number 25.3, the delay cost of the construction
of Crown Build project involves the labour cost. In addition to that the clause number 11.2 is
also applicable in this regard as the changes have been made in the cost structure.

9

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Issues in Global Business and Strategic
Concepts
Case Study Analysis of Hewlett-Packard (HP)

Executive Summary

In the contemporary business environment no organization is left untouched by the impact of
globalization. Globalization is both a blessing and curse for organizations. It is mainly because
with globalization companies are offered a number of scopes to expand and gain long term
sustainability. But at the same time it raises a number of global issues that act as hindrance and
thus adoption of successful strategies to overcome the same are highly critical.
In this paper the case of Hewlett-Packard (referred to as HP from now on in this paper) is
discussed in details with regards to global issues faced by the company, solutions crafted by
them to overcome such issues, evaluation of solutions and finally proposing suggestions based
on analysis.
Based on analysis it was discovered that the major issues confronted by HP are four-fold. They
are namely, ineffective strategic expansion through inorganic measures, cultural diversities,
inabilities to cope up with changing nature of global business and lack of innovation and

entrepreneurship skills. In order to combat these issues, HP has resorted to a number of
strategies. Some of these strategies were successful like management of cultural diversities
whereas others failed to achieve desired objectives. Upon in-depth analysis it was also revealed
that mostly it is internal inabilities of HP that prohibits the company from overcoming global
issues. The study finally proposes that HP needs to pursue turnaround strategy along with
adoption of practices like lean management, transparent communication systems, whistle
blowing and investments in research and development to support innovation for sustained
development in long run.

  1. Introduction
    Hewlett-Packard, one of the prominent global IT giant has its roots in a rented car garage in Palo
    Alto by two Stanford classmates, Bill Hewlett and Dave Packard. Initially, with the impending
    resources constraints, the firm instigated with audio oscillators required in sound engineering but
    gradually over the years, through innovation and leadership, it developed a product portfolio
    encompassing hardware, software and allied services to an expansive clientele of both large and
    small and medium sized enterprises from public and private sectors across the globe (HP 2015) .
    From its inception in 1939, the company has evolved across seven business vertices: “Personal
    Systems, Printing, Enterprise Group, Enterprise Services, Software, HP Financial Services and

    Corporate Investments” and ranks 35 th in the latest list of most valuable brands of the world by
    the Forbes Magazine (Forbes 2015) . The firm is currently being spearheaded by Ms. Margaret
    Whitman as the CEO (Forbes 2015) . However, HP has its share of hardships and challenges as
    well especially emerging from the globalized economic business landscape where markets are
    approaching saturation, competition is getting intensified and technology is evolving at a rapid
    pace. Innovation is regarded as the sole saviour (Gault 2010; Atkinson & Ezell 2012) . This
    report presents that key strategic issues confronted by the IT titan and how the firm has
    succumbed to its wrong decisions and dubious strategic moves. The report explores each of the
    issue in-depth while critically analysing the firm’s subsequent strategies based on a thorough
    secondary investigation based on management theories and business information.
  2. Background to Case Study

5 | Page
As per the reports of Gartner (2015) , HP was the global number one firm in personal computer
manufacturing from 2007 to the second quarter of 2013. It was then, Lenovo surpassed it. This is
just the tip of the ice berg. The problems at HP are much graver.
Strategic management has emerged as one of the most critical functions of contemporary
organisations. Top level managers make strategies to tackle issues and complexities imposed by
the excessively dynamic and complex businesses environment (SRINIVASAN 2014; Hitt et al.
2012; Orcullo 2008) . The decisions firms make for business have repercussions for years (Hitt et
al. 2012) . HP is no exception to this. Firstly, it acquired Compaq Computer in 2001 in
anticipation of leveraging the PC market globally and outshining the Asian counterparts.
Strangely, the decision makers ignored the by now matured PC market and absence of internal
innovation system at Compaq. Further, in 2010, HP again acquired financial crisis stricken Palm
as a gateway to the emergent mobile devices market. This served no purpose as HP was a
follower of Apple and Palm brought its own plethora of issues. Similar blunder was acquisition

of software company Autonomy. HP wanted to ride on external sources of innovation and
ignored the importance of internal innovation practices (Mourdoukoutas 2011) . Other strategic
issues were that CEOs were getting changed quite often (four CEOs in seven years); HP’s tablet
PC was a total flop and uncertainty about the key business segment: personal computers. There
was a lot of internal unrest, feuds and scams etc. that made HP miss out on business
opportunities. This led to the trajectory of declining revenues and bereaved market share (Bandler
2012) . These issues clubbed with extravagant acquisitions led to a massive downsizing initiative.
This was also attributed to unnecessary focus on cost-cutting rather than innovation (Kalb 2012) .
The case report explores these issues in light of the strategic management literature to bring out
the impact of the strategic decisions that led to the misery of this renowned
IT firm and also

6 | Page
focusing on remedial measures through which HP can regain its glory through innovation for
which it is was always known.

  1. Methodology of Analysis
    The case is analysed on the basis of the data and information acquired from the secondary
    sources like published journal, article, books, literature review, articles published in magazines
    and newspapers. Only popular and authentic sources of information have been referred and duly
    acknowledged in the paper. Blogs and unworthy websites, books, journals have been ignored.
    Facts and figures are reported only based on company’s website, newspapers, business
    consultancies and government’s official websites.
    The analysis of the issues have been done through the case study mechanism where each issue is
    explained, linked with relevant theories and literature and then a solution is proposed based on
    the inferences.
  2. Issues and Problems
    Out of a number of issues faced by organizations like HP while undertaking business in a global
    platform some of the most critical ones are identified and discussed in this section. These issues
    primarily relate to four major areas strategic expansion through acquisition, cultural diversities,
    changing nature of global business management and innovation and entrepreneurship.

7 | Page

Global Issues
Affecting HP

Management of
Cultural Diversity in
Workforce

Frequently
Changing CEO’s and
Focus on Cost
reduction against
Innovation

Mass-
Customization due
to dynamic
customer tastes
and preferences

Ineffective Strategic
Alliances and
Acquisitions

Figure 1 Global Issues Affecting HP
Source: Author

Strategic expansions are a road to market development and product development which helps
companies to diversify their risks by thus gain long term sustainability. HP too in lieu of
diversifications and expansions underwent a number of strategic alliances. But these alliances
and acquisitions in many circumstances left the company in utter dismay (Bandler & Burke
2012) . A number of acquisitions by HP namely of companies like Autonomy, EDS, Palm, and
Compaq resulted in huge losses for the company within a short span of time. The consequences
were downfall of company’s market value. Though HP paid out 25 billion USD for acquiring
Compaq but had to write it off in only 1.2 billion USD (Nuttall 2012) . Similarly, in 2012, in spite
of the fact that HP paid 14 billion USD for acquiring EDS in 2008 but it was written off for only

8 billion USD (Nuttall 2012) . These two instances depict inability of HP to take right decisions
to support strategic expansions through strategic alliances.

The second issue that was faced by HP in global arena was managing with dynamic consumer
tastes and preferences. For companies in order to excel in global markets standardization is
generally considered to be a preferable option (Powers & Loyka 2007) . But as HP planned to
cater international markets, it was challenged with the problem of customized consumer
requirements. The consumers not only sought for quality products but they also wanted tailor-
made products that too with faster deliveries (Feitzinger & Lee, 1997 ; Huang et al, 2015) .
Tailoring of products for consumers which are spread across the world at cost effective prices
was highly challenging for HP. These changing customer requirements affected all business lines

of HP ranging from computers to printers to medical related products.
Thirdly, while operating successfully in international markets, HP has been also exposed to
issues related to cultural diversities and business ethics. During its initial period, HP was facing
problems related to understanding and managing diversities among employees culture that was
prevalent within the company. It was mainly because people from differing cultures, origin and
expertise from across the world were working for HP (Kamal & Ferdousi 2009) . Presently the
organization employs more than 3 lakh people across the world and thus management of
diversity is highly critical.

9 | Page

Figure 2 Number of employees in HP between year 2001 to 2014

Source: (Statista 2015)

Another major issue faced by HP is related to entrepreneurship and innovation. Being in an
industry that is exposed to dynamic business environment and is completely driven by
technology, innovation is the key to its success (Brem & Voigt 2009) . But in many instances, it
has been observed that the policies of HP were more driven by cost minimization rather than
focusing on innovation (Kalb 2012) . As a result of which HP’s investment in research and
development was reduced to a large extent. The major reasons put forward for the same was
enhancement of organizational efficiency through massive cost reductions. Even Chief Executive
Officers (CEOs) in HP have been changed very frequently which has affected its operations in
global markets to a greater degree (Thibodeau 2012) . It is due to this a number of investors have
switched over dumping HP’s share resulting a loss of approximately 60 billion USD in two years
between 2010 to 2012 (Hartung 2012) .

10 | Page

  1. Solution
    To recover from problems identified above that have affected HP vehemently since a long time,
    the company has undertaken a number of steps to overcome the same. It is due to these measures
    that HP has been yet able to manage its position within top 10 among Fortune 500 companies
    (Bandler & Burke 2012) .
    For overcoming issues related to mass-customization through minimized costs, HP set up
    manufacturing and designing units in economies where cost of production is low primarily due to
    abundance availability of resources at lower costs (Porter 2008) . These countries were mainly
    those who belonged to Pacific Rim along with Indian subcontinent (Pearson Higher Education
    n.d.) . This helped the company to produce customized computers and servers at lower prices by
    capitalizing on costs related to human resources, taxes and impediment in shipping. Further such
    set ups helped HP to enhance efficiency in form of augmented production along with innovative
    designs, quality development and effective distribution mechanisms. Such activities helped HP

    in overcoming wastefulness that was acting as a hindrance in organization’s global operations
    ultimately resulting in enhancement of competitive edge (Porter 2008) .
    Management of diversity in HP has always been a major concern. With changing times and
    dynamics of diversities in workforce, HP has also been responsive towards them (refer annexure
    1) and designed new strategies to cater diversities as depicted in figure below.

11 | Page

Figure 3 HP Way of Diversity Management
Source: (Kamal & Ferdousi 2009)

In order to support a strong work culture in HP that is free from all diversities related issues the
company designed ‘open corporate policy’, ‘management by objectives’ and ‘management by
walking around’ (Menke et al. 2006) . These policies were also adopted by the organization to
support development of a culture that would in turn support innovation.
Though HP has been suffering from a number of issues but under the leadership of its new CEO,
Meg Whitman, the company has been able to stabilize its activities (Merchant 2012) . The
company has enhanced efficiency and has been able to minimize costs also. Further under new
leadership the organization has adopted ‘Turnaround’ strategy that will fetch HP with long term
profitability and sustainability (Merchant 2012) . It is this innovation that motivated company to
depart from its core business and venture into markets related to cloud, solutions and
software were expected to fetch the company with higher profitability through increased margins
(Dediu 2013) . Innovation has always been the driving factor for HP which is the reason behind
emergence of Silicon Valley but then the same needs to be revived. Thus under the new strategic

12 | Page
orientation, HP would focus on HP Multi Jet Fusion Technology and Sprout that will aid the
company to rejuvenate its existence and thus gain long term sustainability (Moorhead 2014) . The
benefits from these innovative technological solutions are yet to be realized (Moorhead 2014) .
Irrespective of this fact, these innovative approaches are expected to revive HP’s declining
position.

  1. Evaluation
    The present position of HP can be evaluated using the (Boston Consulting Group) BCG Model.
    The model is a matrix of 2×2 which depicts the position of a firm / product / service in terms of
    market share and market growth as depicted in diagram below.

Figure 4 BCG Matrix Analysis
Source: (Schermerhorn 2010)

In current situation HP which is predominantly operating in markets of personal computers is
considered to be a market experiencing lower growth. In order to compete in the same, HP
resorts to lower profit margins for sustaining competitive pressures (Kalb 2012) . Based on such
facts it can be stated that presently HP is operating in the Dog category. This indicates presence
of very minimum scope for the company in future if continued to do business in the same

13 | Page
segment. The company is having a tough time in surviving with such a product portfolio. Further
when the main priority of HP should be adoption of retrenchment strategy, HP on the contrary
has been resorting to growth and diversification strategies. It is evident from the number of
strategic acquisition that has been executed by HP. Retrenchment strategies provides an
organization with opportunities to condense organizational operations and thus concentrate on
selected few that will support company with long run financial stability and sustainability
(Schermerhorn 2010) . In addition to the above without innovative approaches, it is almost
impossible for HP to revive its position in such industry.
The organizational system of the company is very intricate making it difficult for CEOs to
understand the same (Enderle 2011) . Before they are in a position to understand and act, a new
CEO emerges which has adversely affected HP’s growth and culture. Thus the major issue that is
affecting HP is lack of effective leadership. None of the entrepreneurs so far who have been

leading the organization have been able to prove their entrepreneurial skills as classified by the
entrepreneurship model depicted below.

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