ariety of HP customers with whom HP shares risk and revenue. International Sales: While the U.S. PC market is becoming more saturated and less money is being made. The world뭩 market is not. 50% of HP뭩 computer sales are outside the U.S. right now, and given a larger focus of resources, could greatly increase. Part of the world is not saturated with PC뭩 and provides a potential initially for PC sales, but again for additional services when technology is available. Targeting large international markets can create brand loyalty and awareness so that when the entire world is ready for e-services, networking, servers, etc, HP뭩 name will have recognition. HP should work with international retailers to increase indirect sales worldwide. This penetration could be targeted at certain geographical locations where the market potential is highest. Hiring an outside marketing firm to investigate these key markets identified by HP would provide initial information on how the target the segments and penetration strategies. Strategic Implementation As discussed earlier, HP is diversified and flexible within its organization and provides a large number of products in a multitude of markets. HP has adapted well to the changes in the markets by realigning itself and entrance into newly emerging markets. This is key to implementing new products/services into new markets. HP뭩 employees will continue to become important as the shift from the product to added services increases. The more customers that have HP products/services, the volume of technical and customer service needs will increase. Service representatives will be the first line link to its customers. Customers that receive unsatisfactory service will spread the word. Negative publicity like this will hurt the firm in the short and long run. Therefore, an investment in its hiring, training and 뱕alue-added?services for employees is advised. HP뭩 employ...
