I need assistance with the following questions based on the attached case study for an MBA Marketing Management course. The case is in one file, the exhibits are in another.
[Q1] Essay -
Describe the relevant market boundaries (Guiltinan Paul and Madden, chapter 3) and What are the determinant attributes for the "test and measurement " market that Agilent Technolgies participates in.
Compare the primary and secondary/selective demand for this market. In what ways can Agilent increase primary demand? secondary/selective demand?
[Q3] Essay -
Perform a SWOT(strength, weakness, opportunity, and threats) analysis for Agilent technolgies
[Q4] Essay -
Product Positioning Maps are an important way to access the firm's competitive position. Once such map is found in Figure 4-4 and Figure 4-6 in Guiltinan Paul and Madden chapter 4. Create a perceptual map of your choice for the test and measurement market.
[Q5] Essay -
If you were to segment the market (I want you to define your segments) how would you describe the typical decision making process for selecting a supplier for each of your segments? You may use the Positioning graph from the mini-lecture to illustrate this. Remember it is often wise to start with Geographic Segmentation and then define your segments within each geographic region. Since this is a business to business case study, you would also normallly segment by industry after you segmented geographically. Note your case also indicated that these segments can be divided further.
[Q6] Essay -
What would the relevant market mix be for each of your segments, that were defined in part 5.
[Q7] Essay -
Based on the information in the case and your competitive analysis,which segment of the market should Agilent target, and how should the position themselves against the competition (positioning is described in one of the mini-lectures)?
[Q8] Essay -
Strategic Business Analysis can involve one of many tools, it might use a Portfolio Analysis tool or it may look at the product life cycle. 1) Analyze the Product life cycle for this service - what cycle is their product technology in 2)How does the product life cycle typically affect the marketing mix for products as technolgy matures?
[Q10] Essay -
Based on primary and secondary demand constraints, and the product-life for these components, what "GLOBAL OR WORLD MARKET' strategy (refer to corporate strategy mini-lecture) do you recommend Agilent follows if they wanted to strengthen their competitive position in the world market as well as domestically?
The response addresses the queries posted in 1983 words with references.
//As per the guidelines, we will discuss about the market boundaries for Agilent Technologies. Along with this, we will also discuss about the determinant characteristics of the market in which Agilent Technologies operates and evaluation strategies for market analysis. It will assist in understanding the characteristics of the test and measurement market of Agilent Technologies. For example://
1. In 1998, the test and measurement equipment business generated revenue of $47 billion and it was about 20% of HP's total revenue.HP is divided into two companies one for computer business and other for test and measurement equipments named Agilent Technologies. Test and measurement group has been the most successful business of Agilent, its two segments are:
? Electronic Products and Solutions Group (EPSG) - It provides Test and Measurement instruments, solutions and services to the wireless communications and electronics industries.
? Communications Solutions Group - It provides solutions for the communication industry and helps in maintaining capital and operating expenses.
Test and measurement group is segmented customers wise: wireless, RF microwave, general purpose and digital design. It is the most significant business for the company and the highest profit making one and in 1990's it was growing at a fast pace. Its customers are AT&T, Boeing, Hitachi, and General Electric. Test and measurement group has the quality of meeting the needs of communications industries. It provided the demanded products to the electronic sector. The other determinant attribute which was focused by Agilent in this group were creating better products to satisfy customers, constructing new capability in services and to bring emerging test technologies. The group has offered variety of products to the industries and many other innovative products.
//After analyzing the determinant characteristics of the market, we will discuss about the primary and secondary/selective demand for the market. We will also discuss about the ways through which Agilent Technologies can increase its primary demand. Then, we will discuss about the SWOT analysis of the company, which will assist in understanding and evaluating the performance of the company strategically.//
2. Agilent Technologies is divided into four groups that are Test and Measurement, Automated Test Group, Semiconductor Products Group and life Sciences and Chemical Analysis. The company is financially sound, pioneer in its products and has a good technology portfolio. Test and Measurement group provides the main business to the company. Main market is in general purpose and digital design. Most of the products were provided to communications and electronics segment.
Secondary demand is for RF microwave and Wireless. Through primary demand, more than 90% of the revenues are generated. Primary demand can be generated by providing the innovative products and focusing on the demand of competitive customers. Secondary market can be developed through identifying the customer's needs and customizing solutions to their specific needs.
3. SWOT Analysis
? Major competitor in Test and Measurement market, it has good ...
1600 words, APA
Case Study: Cheryl Ways and Agilent Technology's Layoffs
Please complete this case study with at least 3 sentences for each question. This is a leadership class on change.
Cheryl Ways and Agilent Technology's Layoffs
Cheryl Ways, a 30-year-old IT professional, took a call at around 9 p.m. on October 15, 2001, from her husband, who rang complaining about her still being at work and asking her when she was coming home. Most of her co-workers had already left for the day, but she worked on for another half hour before shutting down her computer and heading out of Agilent Technology's empty building. What's remarkable about this story is that Cheryl had been told three weeks earlier that she was soon going to be laid off. So what was she doing, still working hard for the company putting in long hours just before being finally let go?
Ways was one of 8,000 staff at Agilent Technology who were cut from the firm during 2001 and one of 2 million people throughout corporate America who lost their jobs that year. A technology and electronics manufacturer and maker of measuring and testing equipment, Agilent Technologies was spun off from Hewlett-Packard during
1999. Hewlett-Packard was known for its "precept that workers will give their best if they're treated honestly and listened to" and this philosophy was emulated by Agilent. Maintaining an open style of communication through e-mails, meetings, and other media, senior management openly acknowledged that downsizing went against the embedded HP way of caring for staff.
Prior to commencing downsizing, Agilent tried other solutions to their business woes. Faced with a 23 percent decline in sales, a sharp fall in orders, and a falling share market, the company put in place a pay cut of 10 percent to save costs. This was seen as a temporary measure, with Agilent's CEO Ned Barnholt predicting a "slow and gradual recovery." The company tried other cost-saving measures such as reducing external consultants and hirings and calling on staff to limit travel and other discretionary spending. There weren't clear guidelines for how to do this or how much savings were needed. As Juan Yamuni, and international treasury analyst, said: "Top management was good about guiding you instead of getting a direct order." It also tried to minimize layoffs by reducing variable pay such as stock options and bonuses.
Despite laying off 8,000 workers (20 percent of the company) in 2001, the following year the company was listed at number 31 on Fortune's 100 Best Companies to Work for. This suggests that, for the most part, it had retained the trust of its employees and displayed empathy toward their plight. Staff knew what was going on through a
"barrage of emails and face-to-face meetings with top management down; even the tired sound in the CEO's voice as he delivered news of mass layoffs." Other forms of communication with staff included a newsletter call InfoSparks that came out twice a week, "coffee talks," brainstorming meetings, and public-address-system speeches.
When staff were laid off, Barnholt decreed that there were to be no across-the-board cuts, that specific staff would be identified, and that they would be told directly by their managers. The 3,000 managers were given a daylong training session with an outplacement agency to assist them in delivering the bad news. According to Karen Scussel, vice president of HR Operations: "The main thing is to keep the communications open . . . That's how we're maintaining morale. The main employee morale issue is anxiety, and we've learned a lot about how to deal with it." She also said, "We keep talking about hanging in there. Employees have come to believe in our purpose." And it seems to have worked, at least for a while. Staff realized that management would prefer to continue with the HP values—but recognized the financial difficulties facing the company. As Cheryl Ways said about being let go, "I felt horrible that they had to do this"; working hard up to the end was her "gift" to her co-workers who remained, "to leave my job in the best possible way."
For others, working hard right up to the end was for other reasons, such as trying to prove themselves in order to stop the decision to close down various parts of the company. For example, Dave Allen, the general manager of Agilent's semiconductor factory at Newark, California, announced in September 2002 that the division would be
closed and shifted to Colorado and that most would lose their jobs within the year. Production at the plant initially dropped but then increased. Asked about this phenomenon, one of the workers at the factory, Mary Dominguez, said, "[M]aybe Fort Collins won't work. And maybe they'll let us stay."
The early optimism of a gradual recovery seems to have faded, with the staff who remain feeling the pressure; as Steve Peterson, a global online manager, said, "We are just really working hard and are discouraged that things are not better." In November 2002, it was announced that 2,500 more jobs would be eliminated and in February 2003 it was announced that a further 4,000 jobs would follow suit. Whether Agilent's open communication style will be enough to retain people's motivation into the future is likely to be sorely tested under these conditions.
1. How would you describe Agilent Technology's communication process for dealing with downsizing?
2. Which approach—"getting the word out" or "getting buy-in"—best characterize the communication process? Why?
3. Apply Stace and Dunphy's contingency approach to the case. What emerges from your analysis?
4. What assessments would you make of the media used by the company?
5. What are the limits to an open communication style when faced with ongoing rounds of downsizing? What else might be done by management to retain staff motivation?