'Hewlett Packard Case #2\r'

'2. What do you turn over of the way the team dress out out to notice a marketplace for the Kittyhawk? What correct turns and what wrong turns did they nark? When setting out to find a market for Kittyhawk, there were several correct and incorrect decisions that the DMD variability made that greatly affected their carrefour and its beat to come effectiveness. They initially went about it the right way by researching the electronics industry and the several companies within the industry that energy want their new fruit. They also spent time analyzing HP’s future product plans and how they reorient with that of Kittyhawk’s.They looked into businesses where their innovative and disruptive product may buzz off a greater demand and be disclose able to quickly incorporate their product, such as the mobile and gaming markets. The DMD division made the fault of not waiting for the market to develop sooner mass producing their product. Existing customers tend to be hesitating when moving away from products that they hold already invested in and move towards a disruptive technology. Many customers may not even have the resources or capabilities to lend oneself HP’s new product.DMD should have given over time for customers to become aware of their innovative product before jumping to conclusions of future demand trends. wiz way to initially see how customers would react to Kittyhawk would have been to do beta and end user exam before establishing a permanent market. Also, the company engage a market research firm specializing in gamy-tech markets to help them segment the market, but since Kittyhawk was so innovative, the research was almost useless(prenominal) because there were no reliable leads or demands from customers.At the Computer Electronics Show, HP did not capitalize on the immediate market inquire set forrad by Nintendo, who wanted their product for $50. This went against DMD’s genuine purpose of the project which was to puddle a cheap, small disk drive, which was exactly what Nintendo wanted. Instead, they chose to go into the PDA market, which was stated to have technical issues and an perplexing future. This was an unnecessary risk taken by HP.At the show, they bypassed the background signal and notebook computer sections, which were established markets that could have taken advantage of Kittyhawk. Although searching for a â€Å"new heap” to establish their market is a good thinking to get a first-mover advantage, there are high demand risks when focusing solely on on trial markets. Instead of focusing on such on trial markets, DMD should have created their product so it could be shifting enough to adjust to different consumer needs, which would attract a much wider market.DMD made the mistake of setting forth goals for Kittyhawk before assessing the market. These goals were not only unreasonable, but they created a lot of pressure on the engineering staff. They set forth a strict deadline of introducing the Kittyhawk in 12 months and breaking even in profits in 36 months. Although this is a good idea to touch off your engineers to beat the competition and achieve a first-mover advantage, the engineers quite sacrificed aspects of the product that were critical to its success and were part of the original goal.In order to lower the price of the product as much as possible to satisfy customers, they sacrificed rough of the promised capabilities that set the product apart from the competition. Although there is in spades an innovation and price tradeoff, when HP refused to sell Kittyhawk for less than $130, it was a clear indication of how they had moved so far away from their original goal of creating a visionary product and were mainly focused on just creating profits.\r\n'