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HP2-E15 exam Dumps Source : HP BladeSystem Sales Consultant

Test Code : HP2-E15
Test Name : HP BladeSystem Sales Consultant
Vendor Name : HP
Q&A : 66 Real Questions

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HP HP BladeSystem Sales Consultant

reasons To buy HP Inc. | killexams.com Real Questions and Pass4sure dumps

No influence found, are trying new keyword!It companions with sellers that promote its products without delay to the public, different resellers that take their items and promote them after relocating the items through a price-delivered manner, as well as to ...

successful To Lose: HP’s Hardware revenue were mighty however That’s not where The funds Is | killexams.com Real Questions and Pass4sure dumps

if you seem to be cautiously at why HP bailed on buyer electronics and PCs, there are a couple of clear and straightforward explanations. The basic one? HP changed into #1 in income but – at the least by way of Amplicate’s arguably unfastened methodology – number seven in mindshare. within the end, it looks like it changed into more advantageous to let someone else flog the hardware while HP did what it at all times did choicest: inform corporations a way to spend cash in tech.

So who's taking up for HP? neatly, in response to a Digitimes file, it appears like HP may be handing the keys to their manufacturer over to Samsung, lots as IBM did when it partnered with Lenovo to sell laptops and PCs.

Samsung has tapped Quanta, Compal, and Pegatron – three mainstream hardware carriers – to check the probability of outsourcing orders. The Digitimes piece specializes in netbooks, however it’s clear that this movement would make Samsung’s items more affordable and enable the enterprise to ramp up as a way to take over HP’s forty million-unit-powerful enterprise and preserve its personal lucrative change.

So we’ve established intent, we’ve centered some culprits, but we haven’t centered timing. Why now? Why so ? Gruber nails it:

The thing is, Apotheker’s crucial journey changed into serving as CEO of SAP. What’s SAP? SAP is an commercial enterprise application and consulting company. truthfully, all of us may still have viewed this coming. You don’t herald an business consulting guy to show round a laptop and equipment maker. You bring in an commercial enterprise consulting guy to turn a pc and gadget maker into an enterprise consulting enterprise.

whether HP goes to Samsung, Sony, or Asus is immaterial. What’s essential to word is that Asian hardware manufacturers personal the market and folk like Dell and HP saw the writing on the wall. Why compete in low margin hardware if you can sell the company and let it live on – or no longer – at a further brand. Samsung would kill to have HP’s U.S. revenue numbers.

The issue, however, is that HP instructions no respect in the market. this is where the IBM/Lenovo comparison breaks down. The ThinkPad line become historically a workhorse, regarded by way of many to be the apotheosis of the fleet desktop. if you were a enterprise traveller within the later 90s/early to mid aughts you desired a ThinkPad and begrudgingly authorised a Dell or and HP. other than the Dell Dude, who has ever been excited to get a tremendous identify computing device from these groups? Alienware area fifty one, probably. Dell Inspiron, not so a lot.

So HP sheds a shackle and, with Samsung’s manufacturing power, that shackle turns into an extra link in that manufacturer’s golden chain. HP sunsets itself over the subsequent decade, receding out of the dog-consume-dog world of hardware sales and it becomes as charmingly quaint as an IBM advisor in his pinstriped wool suit and white shirt. Why play within the messy, cyclical world of hardware, filled with fickle, complaining buyers should you can absorb $500 million for a tax gadget in Arizona. When this recession is over, organizational spending will pop like a cork and HP will be primed to take a drink.


HP CEO Apotheker fired, changed by means of Meg Whitman | killexams.com Real Questions and Pass4sure dumps

apotheker-whitman.gi.top.jpg

Meg Whitman (left) will change Leo Apotheker as Hewlett-Packard's CEO.

ny (CNNMoney) -- Hewlett-Packard's board on Thursday ousted CEO Leo Apotheker after just eleven months on the job, replacing him with Meg Whitman.

"i am honored and excited to lead HP," Whitman pointed out in a organized commentary. "I believe HP matters -- it matters to Silicon Valley, California, the country and the realm."

HP's board mentioned the enterprise necessary a metamorphosis on the precise. The enterprise cut its monetary outlook 3 times in Apotheker's tenure, and on Thursday, HP stated it turned into not assured it could be able to meet its income objectives for the current quarter.

Shareholders sent the inventory down greater than forty% this year earlier than Fortune and different retailers broke the information this week that the board turned into due to the fact letting Apotheker go.

"we're at a important moment and we want renewed management to effectively implement our method and take advantage of the market alternatives ahead," pointed out Ray Lane, who on Thursday turned into named government chairman of HP's board.

Lane turned into formerly an independent, non-executive chair. The company observed it's going to search for someone to fill that impartial function on its board.

The chairman observed on a convention name Thursday that the board regarded many candidates and decided together that Whitman turned into the correct fit.

"I can't suppose of a reputation out there i might opt for as CEO over Meg," noted Lane.

Apotheker will take domestic $25 million in severance

as the former head of European utility big SAP (SAP), Apotheker became a curious choice to lead HP (HPQ, Fortune 500) -- the largest U.S. technology enterprise via revenue -- since it is predominantly a hardware enterprise. HP's application business makes up round 2% of the company's annual income, which hit $125 billion last 12 months.

Apotheker stuck to what he is aware of top-rated and determined to refocus HP on higher-margin corporations like cloud computing and software. He was chiefly bullish on HP's acquisition of Palm, which turned into made prior to his arrival on the company. He planned to let Palm's webOS software permeate the company's quite a few hardware traces, together with PCs, phones and the a great deal-publicized TouchPad tablet.

however the TouchPad became a failure, HP's telephones weren't selling, and workstation sales slumped globally. remaining month, Apotheker introduced yet another difficult left turn: He opted to conclusion the webOS experiment and noted HP would get out of the laptop enterprise completely -- a market that it leads both in the united states and globally.

The issue with Apotheker wasn't lack of imaginative and prescient as a lot as an absence of execution and conversation, Lane mentioned.

Whitman observed Thursday that the business under her management would dwell the path and continue to transition to an commercial enterprise utility enterprise.

"The handiest element we will do to regain buyers' and consumers' self belief is to execute, and that is the reason what I intend to do," she talked about.

0:00 / 3:40 HP's decade of error

The ousting of its third straight CEO marks yet yet another dramatic disaster in a decade of turmoil for one of Silicon Valley's customary pioneers. A yr past, Mark Hurd was fired as HP's CEO after submitting false fee experiences in what gave the impression to be an effort to hide a relationship with a former worker.

In 2006, HP's chairwoman Pattie Dunn was shown the door after it turned into published that she had spearheaded a secret probe to undercover agent on fellow board contributors and journalists, in an try to find the supply of board-level media leaks.

A yr earlier than that, in 2005, then-CEO Carly Fiorina changed into booted out (she technically resigned, however, the circulation wasn't particularly voluntary) after spearheading HP's the failed merger with Compaq. The company's inventory cost became reduce in half throughout her tenure.

The CEO revolving door has cost the company more than $83 million in severance pay, including more than $25 million that may be owed to Apotheker.

heading off criticism from analysts that the board is dysfunctional, Lane argued that the board is terribly distinct than those of the previous, constructed from eight new administrators in view that the business ousted Hurd.

"I let you know this right from my coronary heart," he mentioned. "it is not this board. They work basically well together."

Whitman, who's additionally an HP board member, changed into previously the CEO of eBay (EBAY, Fortune 500). She headed the online auction website for 10 years, taking up the enterprise in 1998 when it changed into in its infancy. by the point she left in 2008, the business had grown to an $eight.5 billion e-commerce behemoth.

She was the Republican nominee within the 2010 California gubernatorial race, spending a great deal of her fortune in her unsuccessful campaign. She then resurfaced a number of months later, when she changed into named to HP's board in January.

What to make of Whitman

Lane, HP's chairman, praised Whitman, asserting her adventure gives her the appropriate set of skills to guide HP back on path.

"Meg is a technology visionary with a confirmed song checklist of execution," he mentioned. "She is a robust communicator who's client focused with deep leadership capabilities. in addition, as a member of HP's board of administrators for the previous eight months, Meg has a pretty good figuring out of our products and markets."

Is HP's board the worst ever?

nevertheless, many analysts had been scratching their heads concerning the choice.

"i'm not really satisfied she's the most effective fit -- HP should regain the self belief of its commercial enterprise valued clientele, and her competencies resides within the buyer retail market," spoke of Ron Gruia, fundamental consultant at Frost & Sullivan.

"She's on the board, so she's a logical meantime alternative, however no longer a person who's going to be driver for HP because it transitions to a software and services sort of mannequin," Gruia delivered.

Some believe that HP is making a fatal decision.

"As if HP did not make a mistake on bringing in Leo Apotheker, now they're making a good larger mistake by way of bringing in Meg Whitman, a person with very little experience in the core areas of HP," spoke of Vanessa Alvarez, analyst at Forrester analysis.

"this is simple carelessness with the aid of the board of administrators, and somewhat frankly, hammering the ultimate nail within the coffin for HP. Its management is within the gutter. i'm appalled," she brought.

but different analysts agree with Whitman is able to doing the job, albeit a extremely problematic one.

"She's a great communicator; a fine marketer; and, an excellent supervisor, however she'll deserve to put a strategic stamp on HP," pointed out Joel Achramowicz, senior vice president of analysis at Blaylock Robert Van.

"There are even more questions and concerns concerning HP exigent from both the highway and from customers. She'll need to work expediently." 


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The 100 Most Sustainable U.S. Companies | killexams.com real questions and Pass4sure dumps

How much of a company’s journey toward sustainability is driven by the personal passions of its CEO? Based on the conversations Barron’s had recently with several corporate chieftains, quite a lot. That’s one of the insights from our second annual sustainability ranking of public companies.

Consider Voya Financial (ticker: VOYA), the insurer and retirement-savings company that vaulted to No. 6 this year from No. 46 last year. Even before Voya separated from Dutch parent ING and went public in 2013, its CEO was already planning something fairly radical: diversity in its management ranks and gender parity on the board. “We very consciously wanted to send a message that diversity and inclusion were very high on our list,” Rod Martin, Voya’s chief executive, told Barron’s. To Martin, it was the right thing to do—“there’s so much evidence that companies that have done this perform better.” By 2018, Voya had diversified its board; half of the executive committee members were women, and the stock had beaten the S&P 500 index twofold.

Or consider Hubert Joly of No. 1–ranked Best Buy (BBY). He dates his sustainability commitment to when he was a child in France and saw the environmental damage being done to the Alps. He traces it through early adulthood as he developed a spiritual practice, and then to an encounter with a worldly client when he was a young McKinsey consultant.

For investors, it has paid off. In a tough 2018, in which the S&P 500 lost 4.2% and the Russell 1000 fell 4.6%, the 100 most sustainable companies on our list lost 3.2%. Calvert Research and Management, the sustainability powerhouse owned by Eaton Vance (EV), compiled Barron’s list, basing the rankings on hundreds of metrics that address environmental, social, and corporate governance, or ESG, factors. “We’re beginning to get more and more recognition from the markets,” says Calvert CEO John Streur. “Companies can be differentiated based on how well they manage their environmental and social impact, and the strength of their governance. The list shows who’s creating a better company, long term, for long-term investors.”

Special Report: The 100 Most Sustainable Companies

There are significant changes in the top 10 from last year, including the entry of Voya, and Best Buy’s ascent to No. 1 from third last year. You might notice that some of the top companies are headquartered in California. That makes sense: The state is home to tough environmental regulations and governance initiatives. “You can’t say it’s causal, but it’s explanatory,” Streur says.

To create the rankings, Calvert analyzed the 1,000 largest publicly held U.S. companies (by stock market value) and scored them on more than 200 key indicators and 28 issues. Calvert then sorted the data into five key categories: shareholders, employees, customers, planet, and community. (The shareholders category might include executive compensation, for example, and the customers category might include data security or product safety.) Each corporation received a rating from zero to 100 in each category.

Finally, Calvert produced a single rating for all of the companies, weighted according to how material each category is for their industry: Emissions are less critical for a bank’s score than they are for a trucking company’s, for example. It also excluded companies that didn’t meet the Calvert Principles for Responsible Investment.

Illustration by Lynne Carty

Source: Calvert Research and Management, a unit of Eaton Vance

The lowest overall score in the universe was 27; the median was 55. The average score for the best 100 was 66.6, leaving room for improvement. What’s more, the best 100 scored marginally worse than the previous year’s, which averaged 68.7. While scores rose as companies boosted diversity, says Calvert analyst Chris Madden, Calvert also increased penalties for companies with late filings, restatements, or other actions that could concern shareholders.

Separately, we asked Calvert for a list of the most sustainable publicly traded companies outside the U.S. You can see it in the nearby table.

Across the U.S., sustainability has become a priority in many areas. This year, California’s new law mandating that companies based there have at least one woman board member takes effect. Other states, such as New Jersey, are considering similar legislation, on the theory that diverse boards perform better and are less susceptible to groupthink. Institutional Shareholder Services predicts that the number of all-male boards, now at an all-time low, will continue to decline. Boards, once somnolent, are being asked to address a variety of risks, such as those from climate change, or other ESG concerns and behavior that can influence corporate performance. Technology companies, for example, are increasingly scrutinized over their protection of user data. The pressure isn’t coming just from progressive states: Much of it is being driven by professional money managers, who are adding ESG factors to their investment strategies.

No. 1-ranked Best Buy, headquartered outside Minneapolis, moved up from third last year. Its shares fell 20% last year amid concerns that its multiyear makeover may have peaked, but are still up more than 200% since Joly took over as CEO in 2012. Further gains aren’t out of the question: Best Buy is the last man standing in consumer-electronics retailing. It has even joined with Amazon.com to sell Alexa-enabled Fire TVs in stores. Best Buy has done all of this while practicing sustainability: It helps customers recycle old appliances and electronics, to recover rare earths, gold, copper, and plastic. Its Geek Squad helps extend the lives of old devices and appliances. Geek Squad members now drive to clients in a Prius, cutting the firm’s emissions footprint. The retailer scored 100 on the Human Rights Campaign Foundation’s corporate equality index. It’s on the climate A list of the CDP, formerly known as the Carbon Disclosure Project, and made it onto the Dow Jones Sustainability Index for the eighth year in a row.

Illustration by Lynne Carty

Source: Calvert Research and Management, a unit of Eaton Vance

“Sustainability is embedded in everything we do,” Joly says. He grew up in Nancy, France; his parents took him skiing in the Alps, where the glaciers were already receding. In business school, he became friendly with two Jesuit monks. The future CEO began to meditate, and wrote articles about the purpose of work. In the early ’90s, when Joly was a young McKinsey consultant, a client told him, “If you believe the only thing for a company to do is generate shareholder value, you’re going to be in trouble. You need to 1) have a great team, 2) have happy customers, and 3) generate returns. But it’s the first priority that generates the second, which generates the third. Making money is the outcome.”

Today, Joly says, “sustainability is integral to each element of our strategy. It starts with the purpose of the company—not to make money, but to contribute to the common good, and, specifically, to enrich lives through technology by addressing key human needs—and not burning the place to make a profit.”

No. 2 is networking giant Cisco Systems (CSCO), down from No. 1 last year. Cisco shares jumped 17% in 2018, as the company beat expectations every quarter. Its weighted average score is just under Best Buy’s: Calvert praised the San Jose, Calif., company for “best-in-class data security and privacy controls, including recognizing data privacy and security as a human right, external certification on privacy controls, and incorporating privacy by design principles into product development.” By 2022, Cisco plans to reduce greenhouse-gas emissions by 60% from 2007 levels. Renewable energy now accounts for 80% of its electricity consumption, and it has widespread waste-reduction programs.

CEO Chuck Robbins tells Barron’s that “I’ve been really focused on more of the social issues” recently. In March, Cisco made a commitment to spend $50 million to fight homelessness in Silicon Valley, part of a wider initiative with the Kaiser Permanente health-care system. To ensure a workforce that will need Cisco products, it created Cisco Network Academies, which boasts 9.2 million graduates and has 1.9 million students enrolled today. The tech giant has committed to educating another 10 million students globally over the next five years. Says Robbins: “If you can connect someone and educate someone, you provide them opportunity to participate in this global economy.”

No. 3–ranked Agilent Technologies (A) vaulted up from 17; shares of the laboratory instrument and software maker gained 2% in 2018. Agilent, a former unit of Hewlett-Packard , has a dense, detailed corporate social-responsibility report that includes information such as the organization’s direct and indirect greenhouse-gas emissions, by weight.

Illustration by Lynne Carty

Source: Calvert Research and Management, a unit of Eaton Vance

CEO Mike McMullen joined Hewlett-Packard in 1984 as a freshly minted Wharton M.B.A. “I said I want to be with a company that makes a difference in the world,” he recalls. Customers of Santa Clara, Calif.–based Agilent include labs that test for environmental and water safety: 85% have their own sustainability goals. Many are fans of new Agilent products like Intuvo, a gas chromatography system that uses 50% less electricity. Agilent has increased energy efficiency by 40% and cut its carbon footprint by 25%. The firm doubled its maternity leave last year, to 13 weeks. Next month, a third of its independent directors will be female. The firm also gives employees a paid week off for volunteer work. Says McMullen: “This is a performance-driven culture. Having an energized, aligned workforce is how you get great results.”

HP Inc. (HPQ) itself is No. 4, up from No. 5. Silicon Valley’s original garage startup, founded 80 years ago, has benefited from robust sales of personal computers and printers, thanks to increased demand from corporate buyers and popular demand for gaming devices. Among other things, Calvert praises HP Inc. for robust corporate governance, a thorough e-waste recycling program (45% to 70% of its ink cartridges are made of recycled plastic), and a commitment to develop skills and improve the well-being of a half-million factory workers by 2025, via initiatives including leadership and career-development programs focused on women. The compensation plan of every member of HP Inc.’s leadership team has sustainability-related objectives.

Last year, HP Inc. received $700 million of additional business—“specifically, all things being equal, because our sustainability programs were stronger” than rivals’, says Stuart Pann, head of the company’s supply chain. “The line that connects this to shareholder value is our customers—they are asking for what we’re doing in this area, and [they] value it.”

Rounding out the top 5 is Dallas-based chip maker Texas Instruments (TXN), up from No. 6. TI has reduced water consumption by 5%—significant because it already recycles 30% of the water it uses in manufacturing. In sixth place, as mentioned, is Voya Financial. No. 7 is Oakland, Calif.–headquartered Clorox (CLX), the ninth-place finisher in 2018. Under CEO Benno Dorer, Clorox has produced strong transparency around the ingredients in its products, has robust product-safety assessments, and already has exceeded its goal of cutting greenhouse-gas emissions 20% by 2020.

Illustration by Lynne Carty

Source: Calvert Research and Management, a unit of Eaton Vance

Vaulting to No. 8 from No. 75 is Chicago industrial-supplies company W.W. Grainger (GWW), which has reduced greenhouse-gas emissions by 20% on its way to 33% by 2020, and is the only industrial supplier to participate in an Environmental Protection Agency initiative to trim emissions from freight transportation. No. 9 is Chicago-based Motorola Solutions (MSI), up from the 13th spot last year. At No. 10 is Milwaukee-based staffing outfit ManpowerGroup (MAN).

Among the companies that fell in the rankings is Microsoft (MSFT), which slipped to No. 43 from a top-10 ranking as it faced discrimination and harassment lawsuits. One case alleges discrimination toward about 8,630 female employees. Microsoft didn’t return requests for comment. Also edged out of the top 10 was Oshkosh (OSK), now No. 17 amid concerns about the trucking company’s pay policies. Oshkosh did not reply to a request for comment.

When Dutch insurer ING flirted with bankruptcy after the financial crisis, it began shedding assets, including Voya. Preparing for the initial public offering allowed Voya CEO Martin and his colleagues to rethink the company. Martin was committed to diversity and gender parity on the theory that it improves decision-making and profitability. “We could no longer dial the Netherlands and ask them to send another billion dollars,” he says. “We tried to think through the outcomes and characteristics if we started a new company.”

Illustration by Lynne Carty

Source: Calvert Research and Management, a unit of Eaton Vance

Worried about being branded politically correct, he and fellow executives talked about the initiatives less candidly in the early days. As the program gained traction, they grew more confident. Today, 40% of the independent directors are women. Voya has received a number of plaudits for sustainability. Management reports regularly to the board on the issue, and creates an annual report card that it shares with the board and with customers. The company is moving fast, completing several of 23 corporate social-responsibility goals it has set for 2020. “In 2½ years, we went from no women and diversity to coequal,” he observes. “It has reflected itself in our ability to recruit and retain talent.”

Today, Martin is routinely asked by executives and directors from other firms how Voya did it. Sometimes, they tell him that their fellow leaders are opposed. “That’s a bunch of excuses,” Martin tells them. “You’re going to be in the crosshairs of these things. Lead. It’s a great outcome.”

Correction: Best Buy CEO Hubert Joly says the purpose of the company is not to make money. An earlier version of this story misquoted him.

Write to Leslie P. Norton at leslie.norton@barrons.com


OxyContin maker reportedly had plan to sell opioid treatment drugs as well | killexams.com real questions and Pass4sure dumps

OxyContin maker Purdue Pharma hatched a secret plan to get into the business of selling drugs to treat the opioid addiction that its own products fueled, newly unsealed court filings allege.

The explosive claim comes in a lawsuit filed by the state of Massachusetts, which accuses Purdue owners the Sackler family and company honchos of creating and then profiting from opioid epidemic “through a web of illegal deceit.”

Starting in 2014, the company began discussing a plan called “Project Tango” to expand into opioid addiction treatments, the suit alleges.

In internal documents about the scheme, staff acknowledged “what Purdue publicly denied for decades: that addictive opioids and opioid addiction are ‘naturally linked,’” the suit charges.

An illustration of an “end-to-end” business model shows a funnel with “pain treatment” at the top and “opioid addiction treatment” at the bottom, while a graph shows the opioid abuse “market” had grown by a billion dollars between 2009 and 2014.

The plan never eventuated, but in 2016, the Sacklers met to discuss a “revised” version of Tango — selling the overdose antidote Narcan, which they identified as a “complementary” product to Purdue opioids, according to the suit.

The following year, future Purdue CEO Craig Landau proposed capitalizing on the crisis in a different way — while other companies were abandoning opioids amid the addiction epidemic, he said Purdue should double down and become an even more dominant opioid seller, the suit alleges.

He also noted in his presentation that the company’s board — the majority of which is controlled by the Sacklers — operated as its “de facto” CEO, even as the company denied that the family members held any “management positions” in the business.

Indeed, the suit alleges the Sacklers voted to pay their family more than $4 billion from Purdue’s opioid profits between 2007 and 2018.

The suit also alleges that the company collected, but sat on, details of suspected “problem prescribers” — with staffers reporting the doctors to the board by name, “along with the exact number of prescriptions and dollars of revenue each provided to Purdue.”

Meanwhile, the company hired consulting firm McKinsey to study how it could get doctors to prescribe more Oxy and to keep patients on opioids longer, the document charges.

The consultants “urged” the Sacklers to demand sales reps increase their visits to doctors — especially to the “most prolific opioid prescribers” — while also helping advise on how to “counter the emotional messages from mothers with teenagers that overdosed in [sic] OxyContin,” the suit claims.

In a lengthy response, Purdue said the suit was part of “a continuing effort” to blame the company “for the entire opioid crisis, and try the case in the court of public opinion rather than the justice system.”

Among the Massachusetts Attorney General’s most “egregious mischaracterizations,” the company writes, was “casting in a negative light Purdue’s due diligence on a potential acquisition of a drug for the treatment of addiction that was already on the market; even though the company never actually made the acquisition.”

This report originally appeared on NYPost.com.


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