Interesting...what is this thing they speak of?
I hadn't heard of this, but I saw a quick announcement and decided to pass it along.
In a nutshell, this looks like a "membership" card offering discounts and goodies - if anyone has seen or used it, let me know.
The HP Total Care Access Card provides exclusive access to software, services and discounts from HP and industry-leading vendors, making it easier for small businesses to manage, protect and grow their businesses while saving money.
"Our small business customers have told us they want to work smarter, protect their resources, and grow their names and businesses while simultaneously saving money, and so we've created the HP Total Care Access Card," said John Dayan, vice president, Worldwide Marketing Operations, Personal Systems Group, HP. "By combining HP's strengths with those of select partners, we can offer simple financing, security, energy savings, marketing, online backup and storage solutions in a single package."
Original article, here.
Tuesday, November 11, 2008
Managed Print Services and the Economic Environment - Good or Bad?
MPS cuts costs - so why are your not phones ringing off the hook?
Jim Lyons and the crew over at Photozio are asking you, me, all of us, how is the world treating you?
From Jim's post:
"...The Photizo Group is taking a ground-level view, too and in addition to more scientific approaches, we're going straight to our web visitors with a simply online survey. The purpose of this study is to gain your thoughts and views regarding how the current economic climate will impact the demand and opportunity for Managed Print Services (MPS). In return for responding to this survey, we will provide you with a copy of our September issue of the MPS Insights Journal, the only publication which focuses exclusively upon MPS best practices, issues, and user profiles..."
Head over and let them know how it's going in the "trenches". It's only five questions.
Jim Lyons and the crew over at Photozio are asking you, me, all of us, how is the world treating you?
From Jim's post:
"...The Photizo Group is taking a ground-level view, too and in addition to more scientific approaches, we're going straight to our web visitors with a simply online survey. The purpose of this study is to gain your thoughts and views regarding how the current economic climate will impact the demand and opportunity for Managed Print Services (MPS). In return for responding to this survey, we will provide you with a copy of our September issue of the MPS Insights Journal, the only publication which focuses exclusively upon MPS best practices, issues, and user profiles..."
Head over and let them know how it's going in the "trenches". It's only five questions.
Ursula M. Burns- Xerox President - Shares Six Lessons Learned
She helped Xerox rebound, now shares six lessons learned, in the face of new challenges.
Burns climbed the ladder after joining the "X" in 1980.
And when Xerox was going through it's "troubles" back in the beginning of the decade - she negotiated with unions to reduce thousands of jobs. Not an easy task.
Here are six lessons she learned from earlier troubles at Xerox.
Communicate. "Whenever you're in a crisis you have to talk," she said. And that doesn't mean dumbing down the challenges the company faces. Workers respond when executives are truthful.
Know the culture. Xerox has worked to build diversity of all kinds to gain a wide array of perspectives. That's a key part of its success, Burns said.
But it also has been bureaucratic and slow to change. Burns said navigating tough times requires embracing the best of the corporate culture and stripping away those parts that can hurt growth.
Have a vision. Xerox was beat up by the press amid its financial struggles. So, Xerox wrote a pretend front-page story that showed how it should be portrayed in the best of times.
"That was our aspirational vision," Burns said.
People matter. The best strategy devised by legions of consultants is worthless without a work force willing to adapt.
"When you're really in trouble, the people are what saves you."
Customers matter, too. "The customer is the center of the universe," Burns said. Xerox used to develop technology and expect customers to adjust. That didn't work. Customers aren't always right, she said, "but you can't tell them they're wrong."
Leadership is key. A bad leader will quickly destroy any progress. Good leaders are humble, focused and human. They "put the enterprise before themselves," she said.
Nov 11, 2008 (The News & Observer - McClatchy-Tribune Information Services via COMTEX)
Burns climbed the ladder after joining the "X" in 1980.
And when Xerox was going through it's "troubles" back in the beginning of the decade - she negotiated with unions to reduce thousands of jobs. Not an easy task.
-"Right when you think you're set ... you get snafued," said Burns, who rose to the No. 2 spot at the iconic company in 2007. "You can hardly ever relax."-
Here are six lessons she learned from earlier troubles at Xerox.
Communicate. "Whenever you're in a crisis you have to talk," she said. And that doesn't mean dumbing down the challenges the company faces. Workers respond when executives are truthful.
Know the culture. Xerox has worked to build diversity of all kinds to gain a wide array of perspectives. That's a key part of its success, Burns said.
But it also has been bureaucratic and slow to change. Burns said navigating tough times requires embracing the best of the corporate culture and stripping away those parts that can hurt growth.
Have a vision. Xerox was beat up by the press amid its financial struggles. So, Xerox wrote a pretend front-page story that showed how it should be portrayed in the best of times.
"That was our aspirational vision," Burns said.
People matter. The best strategy devised by legions of consultants is worthless without a work force willing to adapt.
"When you're really in trouble, the people are what saves you."
Customers matter, too. "The customer is the center of the universe," Burns said. Xerox used to develop technology and expect customers to adjust. That didn't work. Customers aren't always right, she said, "but you can't tell them they're wrong."
Leadership is key. A bad leader will quickly destroy any progress. Good leaders are humble, focused and human. They "put the enterprise before themselves," she said.
Nov 11, 2008 (The News & Observer - McClatchy-Tribune Information Services via COMTEX)
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