Executive Summary

Chapter 1 a) Introduction

Hewlett - Packard is an American multinational information technology corporation which is headquartered in Palo Alto, California, United States. It provides products, technologies, software, solutions and services to consumers, small- and medium-sized businesses (SMBs) and large enterprises, which includes customers in the government, health and education sectors. The company was founded by William Hewlett and Dave Packard in a one-car garage in Palo Alto. HP specializes in manufacturing computing, data storage, and networking hardware, designing software and delivering services. Their product lines include personal computing devices, enterprise, and industry standard servers, related storage devices, networking products, software and a diverse range of printers, and other imaging products. HP also has strong services and consulting business around its products and partner products. Major events of the company include the spin-off of a part of its business as Agilent Technologies in 1999, merger with Compaq in 2002, and the acquisition of EDS in 2008, which led to combined revenues of $118.4 billion in 2008 and a Fortune 500 ranking of 9 in 2009. HP acquired 3Com and Palm in November 2009. On September 2, 2010, HP acquired 3PAR. The competitive environments in which each segment operates are described below: Personal Systems Group - The areas in which PSG operates are intensely competitive and are characterized by price competition and inventory depreciation. HPs primary competitors for the branded PCs are Dell, Acer, ASUSTeK Computer, Apple, Lenovo and Toshiba and local companies in some regions. HPs competitive advantages include our broad product portfolio, its innovation and R&D capabilities, its brand and procurement leverage, its ability to cross-sell its portfolio of offerings, its extensive service and support offerings and the availability of its broad-based distribution of products from retail and commercial channels to direct sales.

Service - HPs service businesses, including HP Enterprise Services and Technology Services, deal in IT support services, consulting, infrastructure technology outsourcing, BPO and application services. The IT support services and consulting and integration markets have been under significant pressure as customers have reduced their IT budgets. HPs competitors include IBM Global Services, Computer Sciences Corporation, Accenture and Fujitsu and India-based competitors Wipro, Infosys and Tata Consultancy Services, Dell. HPs competitive advantages are its technology expertise, which includes multi-vendor environments, virtualization and automation and the combination of the expertise in infrastructure management with skilled global resources in SAP, AG, Oracle Corporation and Microsoft platforms, among others. PSG includes business PCs and accessories, consumer PCs and accessories. Imaging and Printing Group - The markets for printer hardware and associated supplies are highly competitive in terms of pricing and the introduction of new products. IPGs customers range across individual consumer, small- to medium-sized business, graphics and enterprise customer segments. Key competitors include Canon, Lexmark, Xerox, Seiko Epson, Samsung and Brother Industries. Also, independent suppliers offer refill and remanufactured alternatives for HP original inkjet and toner supplies at lower prices and which puts pressure on HPs supplies sales and margins. Growth opportunities include accelerating high-usage unit share, pursuing long-term high-value recurring businesses, capitalizing on the analog to digital transition in graphics, web and mobile content solutions, and continuing to develop cloud-based, document-centric commercial solutions and services. Products and technology associated with IPG include Inkjet and LaserJet printers, consumables and related products, Officejet all-in-one multifunction printer/scanner/faxes, Designjet and Scitex Large Format Printers, Indigo Digital Press, Snapfish etc. Enterprise Servers, Storage and Networking - The areas in which ESSN operates are intensely
competitive and are characterized by rapid and ongoing technological innovation and price competition. HPs competitors are IBM, EMC Corporation and NetApp and Dell. HP believes that its competitive advantages in this segment include the six technology components of its converged infrastructure initiatives: IT systems, power and cooling, security, management, virtualization and automation.

HP Software - The areas in which HP Software operates are fueled by rapidly changing customer requirements and technologies. HP markets enterprise IT management software in competition with IBM, CA, BMC Software, EMC and Symantec Corporation. It also delivers

enterprise security/risk intelligence solutions that compete with products from Symantec, IBM, Cisco, and McAfee. As new delivery mechanisms such as software-as-a-service come on the scene, HP is also confronting less traditional competitors. HPs differentiation lies in the breadth and depth of our software and services portfolio and the scope of our market coverage. HP Financial Services HPs competitors are captive financing companies, mainly IBM Global financing, as well as banks and financial institutions. HP says that its competitive advantage in this business over banks and financial institutions is their ability to finance products, services and total solutions.

Global Analytics division is a support function to all the above mentioned arms of Hewlett-Packard. Analytics plays an important role in business. It helps to achieve business objectives by enhancing decision making. Analytics helps in (a) Understanding. This could be understanding of customer requirements, market trends etc. It helps in (b) Planning this could be planning of marketing campaigns, planning resource requirements. It facilitates (c) execution of the plan execution of marketing campaign or a project. Analytics also helps to (d) measure and quantify the impact of the plan. After measuring it enables the (e) Optimization of the plan. This cycle can be repeated multiple times to achieve Optimization. Analytics has become more important due to globalization. The market size has become huge; the consumers are spread across the world. It is becoming increasingly difficult to understand the consumer with this kind of a dynamic market.

With analytics, a business can identify who and where the key influencers are, what they are talking, how the business can engage with them and the impact of engagement.
Unstructured data is information that either does not have a pre-defined data model and/or does not fit well into relational tables. Unstructured data can be textual or non-textual. Textual unstructured data is generated in media like email messages, PowerPoint presentations, Word documents, collaboration software and instant messages. Non-textual unstructured data is generated in media like JPEG images, MP3 audio files and Flash video files. Unstructured data can be of various forms such as data on various social media platforms such as Facebook, Twitter, flicker, pinterest, youtube etc. It can be present in the form of traditional media in both online and offline formats. Industry Analyst Reviews is also a form of unstructured data. In an organization unstructured data can be present in the form of emails, Chats or IMs, files word doc, presentations, pdf documents etc. Call center transcripts, qualitative surveys and consumer reviews also form a part of unstructured data. These data can be in text, images, audio and video formats. Although unstructured data has a lot of untapped insights, it also brings with it lot of challenges a) Scale: The amount of unstructured data being generated is huge. It is difficult to estimate the exact amount of data currently present with the varied streams and formats in which this data is getting generated. It is rightly being called as Big Data because of the problems in capturing, storing, searching, sharing, analyzing and visualization. Managing unstructured data is an IT responsibility and a challenge for the IT professionals that handle it. b) Speed: Unstructured data is being generated at an alarming pace. Every day professionals add more unstructured data to business files. The knowledge and insights accumulate day by day with each keystroke. The speed at which the amount of unstructured data grows is far greater than the speed at which people can build tools to use it. According to Gartner, IT Market Clock for Storage, 2011, Sept 6, 2011, rate of growth of unstructured data in an enterprise is up to 80%. Another challenge here is that this data is very dynamic in nature. c) Noise: This data is so enormous it is difficult to assess what is relevant and what is not. There is a lot of junk which is present in this. It is intricate to make some sense out of the data. d) Less explored: Unstructured data is still very less explored by the industry players. There have been a lot of tools available in the market to analyze unstructured data, but none is a one stop solution for unstructured data. Why unstructured data should be analyzed? The new age consumer is empowered. Marketers are not the only influencers to a consumers buying decision. In the age of Google, the consumer today has access to a lot of information. They consult with family and friends, go to review forums online, follow what industry analysts are talking about and hence make intelligent and well informed decisions. In the bid to influence the consumers, marketers have no choice but to get into the social media bandwagon in accession to traditional marketing tactics. And why not, social media is where consumers spend most of their time; it is free of cost and has a farther and faster reach. The companies get a first hand feedback of consumers on these platforms.

All this unstructured data help the companies to - Monitor health of the business - identify problems and fix them quickly - Recognize opportunities and capitalize on them Other than the marketing perspective, a lot of competitive intelligence can be gathered from unstructured data which can be valuable to make strategic decisions. Business functions like Human resources, Finance, Supply Chain etc. can leverage the unstructured data to optimize their decision making process.

Objectives of the study

Traditionally analytics has focused on structured data which can consist of anything which can be put in a tabular format like sales reports, customer details, market data, supply chain data etc. But in recent times the focus has shifted to unstructured data which can consist of social media, traditional media, industry analyst reviews, consumer reviews, emails &IMs etc. HP has originally used extensive structured data sources to enable decision making, but with the present scenario in which there are rich sources of unstructured data present across different media sources, we need to understand various business priorities and problems unstructured data analytics can help augment and tackle; determine infrastructure, framework and algorithmic needs; do a footprint exercise pan research organization and eventually develop a roadmap for development of unstructured data analytics. This project would require me to work within my team to understand what kind of analytics is driven by my team i.e. Social media Analytics. This will give me the understanding of the reports that my team is responsible to deliver, the data sources or platforms used to identify data, the tools used to extract data from these sources and the end report which enables the client to make decisions more accurately. Also, collaboration with other teams is required to understand the analytics driven by them to identify scope of unstructured data analytics in their work and if scope is found then the framework needs to be devised to implement unstructured data analytics

in conjunction with structured data analysis. The Business objective is to have a systematic approach to enhancing decision making leveraging unstructured and structured data analytics. HP can strengthen its operations across all business functions by using this framework.
Relevant Literature Reviewed

S. No.

Author

Michael A. Stelzner

Title of Research Paper How Marketers are using Social Media to grow their Business

Journal

Social Media Marketing Industry Report

Key Inputs / Focus of the study Understanding of how marketers are using Social Media to grow and promote their business.

Learning Outcome

Scope of further study

This paper talks depicts the findings of a survey that was done with more than 700 marketers. It talks about the most sought after social media questions marketers want answered, the time commitment marketers invest in their social media efforts. It also talks about The benefits of social media marketing and the social media tools that can help businesses leverage social media. It also has a small section on theupcoming and latest social media tools that marketers are exploring. This report has also analyzed how age, gender, experience, business type and weekly time commitments impact all of the above findings.
This paper talks about branded content on social media. It talks about the potential audience on facebook for branded content i.e. fans and friends of fans. The marketing strategy may differ based on the demographics and behavioral profiles of the fans. The Value of a Fan can be assessed in three primary ways: increasing the depth of engagement and loyalty among

Andrew Lipsman, Graham Mudd, Mike Rich from ComSCORE and Sean Bruich from Facebook

The Power of Like

How brands Reach and Influence Fans through Social Media Marketing

How Facebook can be leveraged as a Social Media Marketing Vehicle

Fans, generating incremental purchase behavior, and leveraging the ability to influence

How can the FB fan data be linked to the actual sales data in the EDW to give a dollar value to the Social

Friends of Fans.

media ROI

SaS

Marketers Guide to Analytics

NA

How analytics can be used to make smarter marketing decisions and maximize results

This paper is designed to give managers and other marketing professionals an introduction to applying analytics to marketing. It explains not only why managers need to make this shift to analytically driven marketing strategies and plans, but also how they can get started and what kinds of tools they need to develop and execute plans. It talks about analytical framework for marketing that will help managers : Increase response rates, customer loyalty, and ultimately ROI, by contacting the right customers with highly relevant offers and messages. Reduce campaign costs by targeting customers most likely to respond. Decrease attrition by accurately predicting customers most likely to leave and developing the right proactive campaigns to retain them. Deliver the right message by segmenting customers more effectively and better understanding target populations.

IBM Software

Enterprise Marketing Management

NA

How IBMs product EMM help businesses facing complexity gap due to the rise of the empowered customer

The relevant part of this report talks about the major challenges that are being faced by the CMOs today such as data explosion, social media, growth of channel and device choices, and shifting consumer demographics. It talks about how marketers can integrate owned, earned and paid media.

Chapter 2 a) Details of the methodology adopted and its usefulness

This project requires a basic understanding of media. Media includes Social Media, Analyst Reach and Press Reach. This would be done by secondary research on the internet. Also an understanding would be achieved by interacting with team mates. To understand the reports delivered by the team an interaction with each team member would be done. Also a study of the reports and presentations available on the local intranet share point would be carried out. This project will require a lot of Primary Research in terms of collaborating with teams and gathering data from them. Meetings would be scheduled with each team to understand their business objective and the need of unstructured data analysis. Designing of framework would again require collaborating with team mates to understand the infrastructural and algorithmic needs.
b) Logical flow of the Project, including adhering to the road-map The following steps were followed during the project : 1) Understand Media and its applications ( SoMe & AR/PR) 2) Understand HP Global Analytics and various dimensions of analytics driven through them by meeting different teams in Global Analytics 3) Report Creation of the finding from the meetings 4) Framework Creation 5) Share framework with the teams and get feedback This could not be done due to lack of time. 6) Revise the framework based on the feedback This could not be done due to lack of time. 7) Final Project Presentation c) Benefits to you as a student of management An understanding of various types of media and differences between them was achieved. The role of analytics in different business functions to enhance decision making was acquired. The process of meeting various teams under Global Analytics gave an understanding of how GA supports various functions of HP and what their deliverables are. Some idea of the various tools that are used to drive the analytics was also gained. An understanding of unstructured data - what it is and how it can be leveraged in GA was also accomplished.

d) Benefits to the organization and your contribution to the team HP has traditionally used extensive structured data analytics for decision making. Given changing scenario and the presence of rich sources of information in the unstructured format, the Global Analytics team needs to understand various business priorities and problems unstructured data analytics can help augment and tackle; determine infrastructure, framework and algorithmic needs; do a footprint exercise pan research organization and eventually develop a roadmap for development of unstructured data analytics. The end objective is to have a systematic approach to enhancing decision making leveraging unstructured and structured data analytics. Implementation of unstructured data analytics can add more insights to the current analytics that is being driven by GA. If the unstructured analytics bit is mastered, GA can provide a more comprehensive intelligence to its clients. In terms of automation & tools, there will be reduction in man hours and resources. In Global Analytics, the Social Media and Influencer Marketing team is pioneering the unstructured data analytics initiative. This team works on various deliverables such as Event Coverage, Media Coverage, Share of Voice, Analyst reach and Press Reach and Corporate Reports. The team has devised various automation techniques that help them in presenting proficient and intelligent dashboards. Like other industry players, Hewlett Packard is also looking to dive into unstructured data in a big way. For the same purpose, the tool Autonomy has been acquired, which has capabilities to draw insights out of unstructured data. This study will guide the team on how the unstructured data needs of Global Analytics can be implemented and the way the impact of using unstructured data analytics can be measured. The team will no longer work in silos but will be aware of the unstructured data requirements of teams working across HP. This will also help the team to cross leverage a solution to different teams having similar requirements. This project can be utilized in future to drive the unstructured data analytics implementation for different teams across GA based on the prioritization framework. This project will help us identify the unstructured data analytics that has already been implemented in GA and the whitespaces which can be worked on during the implementation. Cross team leverage of unstructured data analytics implementation can also be identified to reduce redundancy.

Chapter 3 a) Analysis of Data

Findings of the Project Prioritization Framework

The second phase of the project involved meeting different teams in GA and understanding their unstructured data requirements. This was done by understanding the deliverables and engagements of the team. These were narrowed down to the use cases that can be implemented from unstructured data perspective. The next step was to design a framework for prioritizing these use cases. Below are the factors which can be used to prioritize the use cases that were gathered 1) Business Criticality / Business Value This can be measure in terms of a) Income generated by the product / service: More the income, more the criticality. b) Number of customers: More the number of customers, more the criticality. c) Performance of the product: If performance is not good, it becomes critical to understand the reason of the performance of the product, something which can be done through unstructured data. d) Competitive Environment: High competition, high criticality. e) Strategic Nature of a Product: If a product / service is strategic in nature, it is more critical to business. Eg for HP, printers can be more strategic than personal computers. Weight - x^3

2) Tools & Automation required This can be measured in terms of a) Number of tools required Less number of tools will be at higher priority b) Internal or External tool - Use cases that require internal tools or tools for which HP already has a license will be at a higher priority. c) Manual Intervention required Use cases for which the Number of hours of manual intervention required is least will be implemented at a higher priority. Also, the use cases for which the Number of resources required will be at a higher priority. Weight - x

3) No. of teams who require the use case Priority will depend upon the number of teams that require the use case to be implemented. Higher the number of teams; higher the priority. This will also help us to leverage cross team implementation. Weight x^2 4) Resources / Man Hours required for implementation Number of resources and number hours required for complete implementation of the use case. The use case which needs more number of resources working on it or more number of man hours will be at a higher priority. Weight - x

5) Infrastructural needs These can be measured in terms of Data Storage needs for raw data, processed data and output files in terms of volume, velocity, variety. Also infrastructural needs for Data Management can be captured for classification, synchronization, aggregate, share, clean, transform data. In case of Real Time Analytics Any specific infrastructural needs were not come across in this study. But, high priority will be given to the use case which has least infrastructural need. Weight - x 6) Ease or Complexity of implementation This can be measure in terms of a) Number of hours: Less number of hours, easier to implement the solution, higher the priority. b) Skills and technical expertise required and their availability to implement the solution: If the expertise is available in house the solution will be implemented on a higher priority. Weight - x

7) Cost Incurred (Tools acquired etc.) Vs Cost Saved Prioritization can also be done by comparing the cost incurred to implement a solution in terms of tools acquired, technical expertise, infrastructural needs etc. and the cost that would be saved by implementing the solution in terms of the reduction of resources, time saved etc. Weight x^2 8) Prior Efforts: If successful prior efforts have been made to automate the use case, they can be leveraged to implement the same use case for some other team. So such a use case can be taken at a higher priority. In case of failed efforts, the implementation would have to be started from scratch and would be at a lower priority. Weight x 9) Actual Impact / benefit The actual impact of implementing Unstructured data analytics i.e benefits / profits made by the decisions taken by leadership team based on the insights provided by unstructured data. This could be measured in terms of a) Income generated b) Lead generation c) Number of customers acquired d) Time saved

and other parameters mentioned in the below section. The above parameters would be assigned weights depending on their importance and an equation can be written x^3 + x^2 + 5x

Impact Measurement Framework This framework provides the guideline on how the impact of unstructured data can be measured. The various parameters are 1) Time saved Data will be collected from the teams about how much time they are currently dedicating to the use case. This data should be brought to a standard unit like hours/month or days/month. This time should also include the time spent on manual and automated work. After the implementation, new time can be measured and the delta can be measured. The time should be decreased. 2) Universe (instead of sample) Teams have been facing an issue of sampling constraint. They have huge amount of unstructured data to be processed, but it is practically not feasible to go through all the data because of lack of time and resources. Hence, they have to select a sample and come out with insights. These insights may not be fully accurate as some things could have been missed out. This is the sampling constraint. Automation can help overcome this issue as more data can now be included to give the analysis. Data will be collected from the teams about the quantity or amount of unstructured data that they are currently processing. This data can be in terms of n blogs/month or m videos/month. After the implementation the delta can be measured. The amount of unstructured data should be increased. 3) Real Time In the current scenario, the teams have to collect data to a certain date, after which they start working on the analysis part. This may lead to missing out of some data which may be important.

With implementation of unstructured data automation, the teams can look at the data to a more recent date and the reports can be more accurate

4) Accuracy (manual error & qualitative insights) Currently most of the unstructured data tasks are being done manually which can induce errors in the reports. These errors can come while marking the sentiments as each analyst will have a different perspective of the sentiment. Also the sample which is chosen for evaluation is also manual and based on intuition. Automation can reduce such errors. 5) Recency Currently the reports which are based on unstructured data have an issue of Recency constraint. Due to lack of time and resources, only the data which is most recent is being considered for analysis. This again may not include all insights as some important aspects may not be included which may have occurred in an earlier time period.

After automation, this Recency Constraint should be removed. The analysts would be able to include more data and the reports would be more accurate.

6) Business Solutions This can be measure in terms of the new metrics that can be added to the report by using unstructured data as well as structured data in augmentation with unstructured data.

Chapter 4 a) Findings and conclusion Below are the teams that were interacted with during the requirement gathering phase: Account Management Customer Intelligence and Market Intelligence for IPG Customer Insights for PSG Market Intelligence and Competitive Intelligence Corporate Intelligence Sales, Pricing Analytics, Research for ESSN, TS, ES Customer Exchange Marketing for PSG ESSN - Mkt. Intell. And Comp. Intell. SCM Analytics HR Finance For more details about the meeting like participants, points of discussion etc, please refer to the annexure 1. After meeting various teams in Global Analytics and understanding their work and engagements, different use cases for unstructured data were derived. Following are the use cases in the descending order of the teams that require the use case Customer Perception (Topic+Tone) This use case is about understanding what the customer is talking about that is relevant to the business. It could be related to be technology, products, problems, experience with the product, praise etc. This would help the business to understand the Sentiments of the consumer. Interim Brand /Product Tracking through Review websites/blogs This use case is about tracking HP as a brand, what do consumers, analysts think of HP as a brand. This can be clubbed with Product Tracking. The reviews for an HP product are tracked. Currently this is being done annually. But this can induce discrepancy in the report.

As depicted by the above figure, if the tracking is done at the end of each year, there could be some periods which may not be considered and some information would always be left out. In the above case, the negative Brand Equity may not be captured if a report is done annually. There needs to be a continuous monitoring.

Call Center Data Call center agents attend to customer calls and try resolving their issues. They write transcripts which are in free text. This is valuable information for the business and can help them understand the issues that are being faced by the customers. This is mostly in free text format. This is currently being done manually which is time and resource consuming. Automating this task can provide useful insights to product development team. Product Related Competitive Intell. HP has to follow what products are being launched by the competition, the comparison of these products with HPs own, how the consumers have received it to enable the sales force tackle such competition when facing a customer. This mostly done by going through launch announcements, taking data from technical websites giving comparisons and going through analysts reviews. User Segmentation Segmenting user groups can help direct the marketing efforts to the right consumer groups, help product development teams identify varied needs of different consumer segments. This segmentation is done using Primary Research techniques and users are segmented based on their attitudes, behavior, purchase pattern, technical knowledge etc. Social Media can also play a role in user segmentation Event Coverage Forecast Analysis Surveys CEO Earnings Analysis

Monitor suppliers

Bibliography Annexure: which may include any Questionnaires & Letters, Extensive and huge tables, Schedules or forms used in collecting data etc.