Power Tools 1993 October - Disc 2/Power Tools (Disc 2)(October 1993)(HP).iso/hotlines/slidehl/wsale/script.txt

Text File | 1992-07-20 | 47KB | 1,115 lines

Hewlett-Packard, Leadership in Wholesale Distribution Computing in the
1990s

Introduction

This customer presentation is designed to provide an overview of HP's
overall computer strategy and HP's commitment to the wholesale
distribution industry.  The target audience is wholesale distribution
executive management operations, and DP/MIS.

This presentation includes a limited amount of product information.  You
may choose to supplement these slides with specific product slides,
depending on the sales situation.  There are a few slides on the HP 3000
and 9000 systems for use in specific customer situations, but there are
not any workstation, PC, or peripheral slides.  Also substitute product
slides with current ones when appropriate.

You may also choose to add information on specific local experience with
this market, familiar big deals, or specific regional issues your
customers face.

The customers listed in the presentation should not be used as reference
sites. They are certainly good customers, and the information on them is
accurate, but it is important to verify the current status of any
account with the sales rep if you expect to use them as a reference
site.

Finally, this presentation contains a significant amount of detail.  It
is extremely critical to your success to take the time to familiarize
yourself with the material before you attempt to present it to
customers.
.PA

HP Leadership in Wholesale Distribution (Introduction)
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Good morning, I'd like to thank you for giving us the opportunity to
discuss HP's computing strategy for the wholesale distribution industry.

Introduce self

o Job Description
o Experience in the industry
o Years at HP

My objective for today is to provide you with an overview of HP's
computer strategy in wholesale distribution.

NOTE: State a clear objective for the presentation and your particular
plan with the customer (questions, action items, and next step).

This is a suggested slide script.  Please feel free to interject and
revise where you feel necessary.  We recognize that what is appropriate
for one customer situation, may not necessarily be for another.

.PA
Wholesale Distribution Computing in the 1990s (Agenda)
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We are going to cover several topics during the next 30 minutes or so.

First, the overall environment faced by wholesaler-distributors in the
1990a.  As you know, the state of the industry provides you with many
challenges for the future. Then we'll talk briefly about the computing
environment and some of the obstacles facing wholesaler-distributors
today.  Next we will cover the importance of open systems and
cooperative computing and what this means to you and your organization
as users of computers.  Specifically, we will talk about the three keys
to implementing cooperative computing.  Finally, we will discuss HP's
leadership in implementing cooperative computing in cooperative
computing in the wholesale distribution industry, and how it benefit
you in the 1990s.

* Key points:  This slide can be customized to fit specific agendas.

.PA
Wholesale Distribution Environment of the 1990s
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Wholesaler-distributors across the U.S. and Canada are facing similar
pressures in a mature industry characterized by slow growth and
diminishing profit margins.  As you know, the industry is undergoing
major restructuring, which is changing the ways distributors do
business.  And never before, wholesaler-distributors are turning to
technology to help them with the challenges they face, not only to
create a competitive advantage, but as a means of survival.

Competition is increasingly intensifying among distributors; this has
resulted in the following key business trends: (highlight a few)

o Drive to reduce operating costs
o High level of merger and acquisition
  activity (industry consolidation)
o Race to improve productivity
o Emphasis on value-added services for customers
o Tighter distributor-vendor and customer partnerships
o Evolution of channels
  (retail, warehouse clubs, catalog)
o Powershift from manufacturers to
  customers

A prime example of globalization and acquisition activity in the
wholesale industry is demonstrated by the largest plumbing/electrical
distributor in Canada--Westburne. In 1991 Westburne acquired the largest
independent wholesaler of electrical products--Wehle of Buffalo, New
York. The Schneiver Groupe of France acquired Square D--one of the
largest electrical products manufacturers. Never before has it been so
important to be able to easily integrate multi vendor computer systems
and applications together quickly, without impeding customer
satisfaction.

* Key message: Think global, act local, according to Arthur Andersen's
"Technology Maze."

.PA
Goals of the Distributor of the 1990s
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Given the state of the wholesale distribution industry today, the
wholesaler-distributor basically has five key goals for the 1990s.  This
is based on the experience we have had with our customers and working
with wholesaler-distributors.  They are:

o Profitability--To remain profitable in an industry of shrinking
  margins
o Increased marketshare--Grow existing business to obtain more
  share of the market
o Satisfied customers--Customer satisfaction is key
  with the focus on quality and service in this competitive environment
  (value-added services, next-day delivery).
o Maximum productivity of resources--With a key focus in wholesale
  distribution on quality and the quality process being implemented in
  several companies' productivity of all resources is vital for survival.
o Attraction/Retention of quality people--To maximize productivity it is
  extremely important to have good dedicated employees on board in a
  tight economy.

NOTE: Keep in mind that the wholesaler-distributor knows his business
well.  Interject comments wherever possible that demonstrates this.  At
the same time, it is important for HP to convey that we understand the
distributor's environment, and how information technology can give
distributors a competitive edge.  The customer may have the same goals
and CSFs outlined in this presentation.
.PA

Key CSFs of the Distributor of the 1990s
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In order to be successful in such a competitive environment and to meet
their goals, wholesaler-distributors must continue to streamline and
modernize their operations, focusing on those activities that will
reduce their costs, improve productivity, and increase the level of
customer service.  Quality customer service is essential with the focus
being market driven rather than operational.  This is reinforced through
the theme at most industry association conferences such as "customer
driven service and quality."

Wholesaler-distributors must have access to information that will enable
them to accurately track and manage their inventory and make better
management decisions.  Reducing customers' order cycles and increasing
order fill rates will be priorities.  Finally, investment in employee
training, and consistency of procedures and information flows among
departments and branches is a key ingredient for survival.

This outlines the things that must go right in an effort for the
wholesaler-distributor to differentiate from the competition and be
successful in the 1990s.

NOTE: Position it so it helps us establish credibility, but don't
pretend to know more about the customers' business than they do.

.PA
The Challenge for the Distributor of the 1990s
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We talked about the key goals and critical success factors of the
wholesaler-distributor. Therefore, the wholesaler-distributor's
challenge is:  to maximize customer service, manage costs, and remain
competitive in an industry of slow growth and declining margins.

.PA
Wholesale Distribution/Key Technology Trends in the 1990s
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For the wholesaler-distributor to meet that challenge, we need to look
at some key technology trends.  We pointed out the key industry trends
which affect the wholesaler's business activities.  Technology trends
are driven from key business trends.  An increased investment in
technology is expected to be the key weapon to fight gross margin
pressures and to solidify the wholesaler-distributor's position in the
pipeline. As a result, automation expenditures are expected to increase
to 1.5 percent of sales, a 50 percent increase over current levels. Due
to the significant trends outlined, sales/marketing and logistics
applications will receive an increased share of the EDP budget along
with expenditures for PCs, communications, bar code equipment, and EDI.

Since customer service is a key differentiating factor, computers will
play a critical role in helping wholesaler-distributors deliver more
value-added services, such as monitoring customer inventory levels,
handling orders with greater speed and efficiency, and frequency of
delivery.

.PA
Information Systems/Benefits Desired by Wholesalers
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We've looked at some of the major technology trends in wholesale, now we
are going to talk about some of the major benefits desired through
information technology by wholesaler-distributors according to a market
research survey of distributors across several market segments done by
Ernst & Young for HP.

Ernst & Young asked executives, operations managers, and MIS managers to
state the benefits they expect from their investment in information
systems.  The results of the top benefits are listed here.  Again, these
benefits were consistent across several market segments, whether it is
an office products wholesaler or a food distributor.

.PA
Key Obstacles to Maximize System Productivity
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Now that we've covered the benefits, it is important to understand what
is getting in the way of maximizing system productivity.

Ernst & Young also asked in their survey, "What are the key obstacles to
maximizing system productivity you face today?"  One of the key issues
is "the inability to manage information."  How many times have you
wondered, if there is so much good information in my system, how do I
use it to enhance decision making in a timely fashion without sifting
through pages and pages of computer print-outs? In other words, how can
my users get at pertinent information, quickly and efficiently to make
decisions?  Also, how can they look at data in a variety of ways without
waiting a week for a report to be written? Personnel issues are also
significant.  Well-trained employees on a computer system are essential
to the success of obtaining timely and accurate information.

.PA
Reasons Wholesalers Implement Technology
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We've examined the key technology benefits, obstacles, and technology
trends of system productivity. Now let's look at the reasons as to why
technology is implemented.  According to Arthur Andersen's findings in
"The Technology Maze" 1991, panelists were asked why
wholesaler-distributors implement technology; the responses are
summarized in this chart.  Of the four categories listed, "improve
productivity" was the most common reason for implementing new
technologies.  This result is somewhat predictable because of the four
categories, productivity gains are the easiest benefits to quantify in a
cost/benefit analysis.  The effect of increased sales would seem easy to
quantify, but the amount of increased sales attributable to a new
technology can be much harder to estimate.  This is certainly something
we can see over time.

.PA
Outside Pressure to Implement Technology
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Having reviewed the key reasons for implementing technology, it's
equally important to address the outside pressures
wholesaler-distributors face to implement it. According to the same
study, panelists indicated that among wholesaler-distributor's
customers, suppliers, or competitors, clearly the customers are putting
the most pressure on them to implement technologies, as shown in this
chart.  An example of this could be EDI and bar-coding where customers
as well as suppliers have put the pressure on the wholesaler to
implement these technologies to streamline business in the pipeline.

.PA
Barriers to Implementing New Technologies
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According to Arthur Andersen, "The Technology Maze," 1991,
wholesaler-distributors are lagging behind in implementing technology.

Additionally, in the same study, the panelists were asked to name the
most significant barriers to adopting new technology.  One might expect
that cost would be the most prohibitive factor.  While cost was viewed
as a significant barrier, especially to the smaller distributor, the
most significant roadblock to new technology was resistance to change.
In fact, five of the top seven barriers were people-related.  Panelists
also indicate that in the next five years, their resistance to change
will decrease dramatically, signaling that significant change still lies
ahead.  In summary, the industry as a whole recognizes that the
marketplace is gradually forcing it to adopt a technology and become
more productive.  Successful wholesaler-distributors will use technology
as a weapon to strike against competitors and sustain a competitive
advantage.

.PA
Wholesale Distibution/Evolution of the Industry
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So now that we understand the importance of technology in wholesale,
let's look at the evolution of the industry and technology used.  As we
can see, the most dramatic shift took place in the 1980s and the 1990s.
In looking at the historical model of computing in wholesale
distribution it is important to understand the evolution of the industry
as a whole.  (Highlight main areas listed).

This is important in terms of technology because the
wholesaler-distributors' organizational changes affect their business
activities and how technology is used.

.PA
Investments in Computing Technology
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With the evolution in the wholesale distribution industry there has also
been an evolution in computing.  Simply put, we have gone from many
users accessing one computer system to single users having access to
many computers.

You may remember that in the 1960s, centralized mainframe and
batch-processing was the typical computer environment--an expensive,
not very flexible environment.

In the 1970s, distributed data processing gave users more flexibility
and accessibility, but application development was still an issue.

The 1980s began with the personal computer revolution--in many cases,
workers had to "sneak" a PC into the workplace to perform stand-alone
work such as spreadsheet applications.  As the power of the PC grew and
specialized applications were developed, desktop computing exploded.
The 1980s ended with powerful PCs and workstations in local area
networks communicating with some larger systems.  The results are
"islands of automation."

Today, in the 1990s the computing model has evolved to cooperative
computing.  Before we define cooperative computing and what it means to
you, it is important to look at the organizational structure changes of
the wholesaler-distributor from the 1980s to the 1990s.  Then we can
discuss how the cooperative computing model fits within that framework.

.PA
The Wholesaler-Distributor of the 1980s
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Through the 1980s, wholesaler-distributors typically organized their
businesses in a "compartmentalized structure"--activities or functions
were segregated among natural departments, such as sales and marketing,
purchasing, warehousing, or transportation (refer to chart).  Typically,
management and administration were broken down into smaller groups of
activities such as planning, reporting, and cash management.  These
activities could then be managed individually for better control over
each function.  However, the internal segregation caused by the
departmentalized structure often puts different activities at odds with
each other.

Over the last several years, as the types of services performed by
wholesaler-distributors have become more complex, the success of each
function has become more interrelated.  Several companies invested in
either one centralized computing system, or several computers either by
department or branch.  In the latter example, many systems were not
integrated and the autonomous nature of the situation lent itself to
inconsistency in procedures and operations across the company.

.PA
The Wholesaler-Distributor of the 1990s
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Let's take a look at the organization of the distributor of the 1990s.
As you can see complete integration of departmental functions and
information within the company has taken place.  In the 1990s,
wholesalers view themselves as a key member of the distribution
pipeline.  As most markets have matured, the inherent competitive
pressures now place a premium on maximizing the efficiency of the
channel.  The wholesaler-distributor's function will be to manage the
supply and demand forces within the channel to provide seamless service.

As a result, the wholesaler-distributor's organization should minimize
barriers within its organization and with channel members that inhibit a
smooth flow of information.  Activities that add value to the channel,
such as those required to provide JIT (just-in-time) delivery should be
emphasized.  Technology, such as EDI ordering from customers or
automated carousels in the warehouse, will help make the whole process
more efficient in order to perform the activities to achieve JIT.  In
other words, technology can be used to cut across the old departmental
structure to integrate these activities across the company.  Due to the
trends and the environment, to be competitive, a wholesaler-distributor
has to implement technology that provides seamless integration. We will
talk about how HP's computing strategy can address these issues, but
first let's look further at the historical computing models that you are
familiar with and the evolution to the 1990s model.

.PA
Traditional Centralized Computing in Wholesale
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The traditional computing strategy fit the compartmentalized structure
of a wholesaler quite well, and still does in many cases.  The
centralized approach consists of a host/terminal computing architecture.
There are both benefits and limitations to this architecture.  In this
environment all of the company's data is consolidated on one system.

o Limitations: bad response time, load of CPU
o Benefits: information
  consolidated on one system

.PA
Distributed Computing in Wholesale
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Let's take a look at the next computing architecture, distributed
computing.  In this example HQ and branches have their own CPUs onsite
with online users on each system.  In some cases, users can access other
systems through dial-up or leased lines.  The HQ computer is updated
nightly with batch information from branch systems.  Again, there are
benefits and limitations to this computing architecture as well.
Distributed processing could be computer systems in different
departments of the same company or different computer systems in
different branches geographically dispersed within the same company.

Benefits of decentralization include: Off-load host, each department or
branch has its own processing power to run its business, and through
networking and batch updates this can act as one large centralized
computer system.  Information is closer to the user, and data can be
sent back and forth.

.PA
Desktop Computing in Wholesale
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In the latter part of the 1980s, desktop computing became popular.  The
benefits of the PC and personal desktop computing were realized and
rapidly implemented.  At this point, users began to realize the benefits
of both desktop and host/terminal-based systems.  It is important to
understand this evolution in computing before we talk about HP's
cooperative computing model.  Because of users' wish-list for a better
solution than that provided by just desktop computers or centralized
systems, academia, industry, and users developed what is called the
"client/server" model.

NOTE: We feel that this model allows wholesaler-distributors to gain a
competitive advantage rapidly, given the environment.  It is not to
necessarily to replace existing systems, but rather to enhance/add
functionality to an existing architecture.

.PA
The Evolution to Client/Server Computing
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As you can see by this slide, this has been a gradual but natural
evolution of computing technology.  The evolution is occurring in
response to new technologies and changes in the capabilities of existing
systems.  (Refer to the slide for explanation of model.) New
developments in networking, more powerful desktop devices, graphical
user interfaces (GUIs), and newly developed client/server applications
have made client/server computing possible.  We will talk more about
client/server computing later.

.PA
Cooperative Computing Through Open Systems
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To take advantage of this new computing architecture, HP's strategy for
computing in the 1990s is what we call cooperative computing.  There are
two parts to the strategy: cooperative computing and open systems.  Our
objective is to give customers the benefits of cooperative computing:

o Easy access to information o Networkwide control o Integration of
applications

The reason we chose open systems as the foundation of our strategy is
simple.  The reality is that most organizations already have a
multivendor environment and open systems are the only way to integrate
those multiple vendors to achieve cooperative computing.

First, let's take a look at what open systems means.

.PA
Open Systems for Wholesale Distribution
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Here we see the definition of open systems, the components of open
systems, and finally, the benefits.

Portability, interoperability, scalability and availability means
products that can be used on or with multivendor systems.  This means
products that can communicate and interact with other systems, products
that can be sized to fit specific requirements and products that are
easily accessible.

The components of open systems are more than operating systems.  They
include databases, languages, networks, and hardware.  They are all
based on industry standards.

The benefits are fairly obvious and they map directly to the issues and
obstacles we discussed earlier.  The most immediate and clearly the most
important to wholesaler-distributors are cost reduction and investment
protection.

.PA
Open Systems Standards
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The key message in this graphic is that there are many components to
open systems, there are many standards.  What is important to you, as a
user, is that your vendors conform to standards so that you can focus on
the applications, whether it's payroll, order entry, or financials.

Standards drive and even define the "openess" of open systems and are
critical to realizing the goal of implementing cooperative computing.

Now, let's look at the cooperative computing environment in which we
will further define client/server computing.

.PA
The Cooperative Computing Environment
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Before we talk about the keys to implementing cooperative computing,
let's take at look at the environment.  From a user's perspective, the
cooperative computing environment enhances real-time decision making.

.PA
Wholesale Distribution/Open Client Server Computing
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If the term client/server is new to you or perhaps has not been clearly
defined, it means maintaining desktop computing as you currently know it
along with transparent access to files and compute power from a variety
of other computers in a distributed networked system.  It uses
applications designed to take advantage of the combined processing power
of your desktop computer and other computers in a networked system.  It
combines the personal computing capabilities of PCs or UNIX workstations
with the file and processing power of larger, more capable computers
called servers.  To put it simply, client/server computing combines the
strengths of individual desktop computing with the established
capabilities of larger centralized system.  In other words, it takes
advantage of the dormant power residing on most desktops. The move from
centralized to true distributed processing puts computer resources
closer to the information source and away from the centralized approach.

In cooperative computing it does not matter what the computer topology
is, rather that all systems work together seamlessly in one integrated
whole.  Client server is a piece of cooperative computing, as is
distributed processing or centralized computing.  HP can offer solutions
to your business computing needs.  Client/server technology allows you
to implement new systems to an existing computer architecture and to add
functionality.  Client/server technolgy reduces the time necessary to
give you a competitive advantage that no one else has with a strategic
business application.

For instance, a strategic application in wholesale distribution may be a
customer information system.  Given the industry environment,
distributors need to get closer to their customers and suppliers.  They
need information about their customers and what their customers are
doing to be effective.  Adding value to service "customer-driven
solutions" is key.  Distributors need to make it easier for their
customers and suppliers to do business with them.  Information needs to
be tracked through the pipeline from supplier to to distributor to
customer.  Client/server technology makes it easier to accommodate this
and to make changes as business needs change.

Furthermore, by tying the customer/supplier chain into your computing
architecture, you give them access to valuable information to enhance
the value of the system for the whole chain.  A strategic application
involves taking different types of information from inside and outside
the organization and processing it in a form that is readily accessible
to the right people.  This seamless integration can be achieved with
client/server computing.

To be competitive and gain a strategic advantage, you need an
architecture that will allow you to easily add and integrate new systems
to an existing environment.

Key benefit: Provides productivity gains to wholesaler-distributors by
combining responsive local processing with efficient centralized data
coordination.  The configuration enhances system performance through the
separation of front-end (client) and back-end (server) processes.

.PA
Cooperative Computing Environment in Wholesale for the 1990s
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This shows a typical example of a cooperative computing in a multivendor
environment.  In wholesale, it is simply being able to look into the
whole computer network through one window.  Being that acquisition and
consolidation are key trends in wholesale, this computing strategy makes
sense for the 1990S.  To be competitive and gain a strategic advantage,
you need an architecture that will allow you to easily add and integrate
new systems to an existing environment.

The point is that cooperative computing takes advantage of the computing
topology to best fit your needs, whether centralized, or decentralized.

.PA
The Keys to Implementing Cooperative Computing in the 1990s
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Now that you know a little bit more about cooperative computing, we're
now going to look at the three key components of implementing
cooperative computing.

.PA
What's Required for a Client/Server Solution?
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First, let's look at what's required for a client/server solution.

.PA
HP's Open Systems Expertise
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We know that open systems is a required component of cooperative
computing; let's look at HP's background in open systems.

In terms of technology, HP's first commercial computer system,
the HP 3000 was initially
released almost 20 years ago.  Since then, HP has invested significant
resources in providing industry-leading functionality and performance in
the OLTP marketplace.

Our first UNIX system was released 10 years ago, well ahead of major
competitors.  HP made a commitment long before our competition.

Our first reduced-instruction-set computer system was released more than
five years ago--well ahead of our major competition.

.PA
HP 9000 Broadest Systems Offering in the Industry
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Our product line today consists of the broadest family of computer
systems in the industry from PCs and X-terminals to workstations and
servers.  HP offers a full line of scalable, standards-compliant
products, specifically tuned for the commercial marketplace.

.PA
Top Midrange UNIX System Manufacturer
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In terms of market share, HP is the worldwide leader in midrange UNIX
systems.

.PA
HP 3000 Family
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The HP 3000 family of multiuser computer systems provides a broad range
of compatible systems based on HP's PA-RISC architecture.  The HP 3000
provides superior distributed OLTP performance with industry-leading
cost of ownership and ease of use.

The smooth upward growth path of the HP 3000 assures you of low-cost
upgrades which means your investment in technology is protected.

The HP 3000 also provides you with open systems capabilities such as
support for ARPA services and Novell networks for multivendor
networking, support for 4GLs and RDBMS standards as well as open,
client/server development tools.

NOTE: Emphasize the specific product range and capabilities of interest
to your customer.

.PA
HP 3000 - UNIX and OLTP Applications
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Through the support of POSIX on the HP 3000, HP offers the functionality
and strengths of OLTP performance as well as the applications
availability of UNIX.

We are fully committed to support POSIX.1 and POSIX.2 and will fully
support future standards for POSIX as they evolve.

NOTE: Focus on the benefits of open systems.

.PA
Strongest Commitment to Standards
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Standards are the requirements for open systems technology
implementation.  HP provides active leadership in worldwide standards
organizations with over 300 HP professionals.  That is a serious
commitment to standards.

We have also been very successful in driving HP product innovation into
industry standards.

These are a few of the HP technologies submitted and accepted as
standards by internationally recognized standards bodies.

.PA
Technology - HP's Leadership
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To summarize HP's technology leadership, I'd like to make a few points.

We've talked about HP's commitment to standards, broad product line, the
fact that our technologies are becoming standards, and our number one
position in the UNIX system markets.

We're also a leader in multivendor networking, and our commitment to
industry standard extends to networking as well--HP OpenView, licensed
by IBM.

Beyond the hardware and networking leadership, HP has formed alliances
with many leading suppliers of additional technology.  These are some of
the companies HP has invested in, either financially or through
technology investments.

.PA
Right Vision, Strategy, Products
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It's easy for HP to tell you that we are leaders in cooperative
computing technology.  But, industry analysts agree with us, and
consistently describe HP's leadership position in industry publications.

Now, I'd like to talk about the second of the three key components of
implementing cooperative computing--applications.

.PA
Applications -- HP's Leadership
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In a world of standards, HP is concentrating on providing value-added
software development that will increase the productivity of system
managers, end users and software developers.  We believe that
industry-specific software is best provided by independent value-added
businesses which can specialize in application-specific software.  So,
our objective is to provide the tools to make software developers,
system managers, and end users more productive.

To that end, HP provides products such as the HP OpenView network and
systems management software which enables intelligent network management
for the most complex multivendor environment.

For end users, products such as HP NewWave, a user environment designed
for the cooperative computing world of the 1990s, help make the system
more intuitive to use.

For software developers, HP offers products such as SoftBench, a CASE
environment that integrates software development tools from multiple
vendors.  We also offer data management software, databases,
reportwriters, and languages.

HP's software solutions for wholesale distribution are extremely broad.
Through partnerships with value-added business partners, HP is able to
provide high quality solutions designed specifically for the fragmented
wholesale distribution market.  HP currently has software applications
from more than 200 value-added business partners in wholesale.

HP groups these industry-specific solutions in three major categories:

o Distribution management
o Order management
o Warehouse management

.PA
Applications -- HP's Leadership/Wholesale Distribution Solutions
Providers
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Listed are some of our leading applications by market segment in the
wholesale distribution market running on both our HP 3000 and 9000
business servers.  HP has several of the best-in-class, top-tier
wholesale solutions on board.

HP also maintains strong relationships with large system integrators
such as Andersen Consulting and EDS.  We work in cooperation with
systems integrators on very large, customized applications when our
customers prefer an outside vendor to develop, install, and even manage
the entire implementation.

NOTE: Refer to Quickfinder for solutions.
.PA

Applications -- HP's Leadership/Wholesale Distribution Solution
Providers (Cont'd)
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.PA
HP Rated Number One in VARBUSINESS Survey
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One of the reasons HP has been able to attract high-quality Value-Added
Businesses is our reputation in the industry.  For 5 consecutive years
HP has been rated by value-added businesses well ahead of our major
competitors in overall performance and satisfaction.

We've talked about HP's technology and application leadership.  Now
we're going to talk about the third, and possibly most important,
component of implementing cooperative computing.

.PA
Support -- HP's Leadership
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A major challenge in the world of open systems and cooperative computing
is to provide quality support in a multivendor and, in some cases,
multinational environment.  Hewlett-Packard is recognized as a
worldwide leader in customer support and customer satisfaction.

.PA
Support -- Customer Satisfaction
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In fact, for eight consecutive years HP has been rated number one in
overall customer satisfaction, by DataPro, an independent research
company.

The numbers recently released for 1991 show that HP is again a leader in
customer satisfaction.

.PA
HP Multivendor Network Support Program
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HP provides a complete portfolio of support services, from systems
planning and requirements analysis, to implementation and operations
support.  We have customer training facilities throughout the world to
help maximize your investment in HP products.

.PA
HP Rates Number One in Support -- Worldwide
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In fact, HP's support reputation goes beyond the U.S.  We have been
rated number one throughout the world by various international industry.

.PA
Cooperative Computing Leadership
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I'd like to summarize a few of the key points we've just covered.

We talked about the three key components of implementing cooperative
computing -- technology, applications, support,and HP's leadership in
those three components.

In technology:  Our commitment to standards and our key technologies
becoming standards.  HP's broad line of compatible systems, networking
leadership and strategic alliances.

In applications:  200 solutions from several value-added businesses,
number one rating in VARBUSINESS.

In support:  HP's number one in customer satisfaction rating, our superior
reputation, and our multivendor support capabilities.

.PA
Wholesale Distribution Strategic Focus
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Now we are going to talk about HP's strategic focus and commitment in
the wholesale distribution market.  HP focuses on eight target markets
in wholesale due to their size, sales opportunities, experience, and
best-in-class solutions targeting these segments.

NOTE: HP has the key solutions for the top largest segments,
however HP also has solutions that target many other wholesale segments.

.PA
HP's Leadership in Wholesale
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From a corporate level down to the individual sales offices, HP has a
strong commitment to the wholesale distribution marketplace.

HP's strengths include a commitment to understanding the unique needs of
wholesale distributors and providing the best solutions to meet these
needs. As you can see, these solutions include a wide range of
industry-specific software solutions combined with HP products that are
renowned for their quality and reliability--and solutions that will
enable wholesaler-distributors to achieve their key business goals and
remain competitive into the 1990s.

HP is able to demonstrate this commitment to the industry with a solid
reference base of over 2,000 wholesale customers and marketing
sales/resources dedicated to meeting their needs.

HP also claims membership in a number of regional and national wholesale
distribution organizations.  We participate in industry conferences and
national and regional trade shows such as the NAED, IDA, NEDA,
PHCP-Expo, and NOPA.

(To tailor to audience, look up industry-segment associations in "The
Wholesale Industry Fundamentals" book, P/N 22894-90016.)

.PA
HP Wholesale Industry Organization
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From a marketing perspective, HP has a strong commitment to the
wholesale distribution industry demonstrated by this slide.  As one of
HP's target industries, the wholesale distribution market receives a
high level of attention from all areas of our company.  As an example,
our product marketing teams consistently seek out the needs of our
wholesale customers so that our R&D teams can work on future products
with this market need in mind.

Marketing programs in the wholesale distribution industry are closely
aligned with the product groups and the sales organization working
together to best meet a customers needs. In short, we believe very
strongly in our commitment to the wholesale distribution industry.

.PA
Intelligent Electronics
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Here you can see HP's experience in some of the larger wholesalers in
the U.S.  and Canada across industry segments.  Intelligent Electronics
is a great example. They are customers of HP's equipment, specifically
PCs and peripherals, and they are users of HP hardware and value-added
business solutions.  They chose HP.

.PA
Agropur/Natrel
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Agropur/Natrel of Quebec, Canada is one of the largest milk and dairy
product distribution companies in Canada.  They decided to develop a
new, custom, state-of-the art computer system to meet their requirements
in the sales and delivery area.  They chose HP.

.PA
Unisource Corporation
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Unisource, one of the largest paper products distributors in the west
coast needed a substantial computer system to help the company manage
its business and distribute the 50,000 product lines it stocks.  They
chose HP.

.PA
Darter, Inc.
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Darter, a medium-sized industrial equipment and supplies distributor in
the Midwest rapidly growing by acquisition needed a computer system
flexible enough to manage its needs.  They chose HP.

.PA
Experience -- HP's Leadership - Spectrum
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Here are some direct quotes from customers talking about their
experience with HP solutions in wholesale.  These quotes are typical of
what HP's wholesale distribution customers tell us about their hardware,
their support services, and their applications.

.PA
Experience -- HP's Leadership - IE
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A direct quote from one of our largest electronic distributors.

.PA
Experience -- HP's Leadership - HoneyBaked
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These customers are all focused on achieving maximum productivity.  They
are verbalizing some of the benefits of HP solutions.  Scalable,
cost-effective hardware and getting information to the people who need
it.

.PA
Why Choose HP? (Summary Slide)
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In summary, I'd like to reinforce the key points as to why HP is the
best choice as your partner in automation.

HP is the leader in open systems.  We have the strongest commitment to
Open Systems and standards.  We not only take an active role in setting
standards, we are driving our own innovations into standards.

We supply leading hardware and the broadest open systems solutions in
the industry.  Our hardware, networking, and strategic alliances put us
in a good position to be the leader in technology in the 1990s.

HP has a broad range of solutions available, including over 200
wholesale industry applications from our value-added business partners.

We are the number one vendor in customer support, and have been for eight
years.  HP will also provide support for multivendor networks.

HP has a strong commitment to the wholesale distribution industry.  From
the highest levels of our company, HP is committed to providing our
wholesale-distribution customers with leadership in cooperative
computing in the 1990s.

.PA
Hewlett-Packard...Leadership/in Wholesale Distribution Computing in the
1990s (Closing slide--call to action)
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Use this as an opportunity to thank your audience, and for your call to
action (next steps).

.PA