I.Introduction In 1992, whereas Hewlett Packard (HP) realized a huge success with its RISC-based products, Manuel Diaz, head of HP's Computer Systems Organization (CSO), implemented a new sales approach to capitalise on the company's new market position. In 1994, the strategy turned out to be very profitable as HP's business grew by 40% when the industry-wide growth was just 5%. In 1996, Diaz notices that its strategy to reach large enterprises could be refined. Indeed, HP remains stuck on …showed first 75 words of 4797 total…

…showed last 75 words of 4797 total…downstream and midstream businesses. *On the other hand HP-services-CSO, where will work salesmen that deal with upstream businesses and the consultants. The synergy between the two divisions would be optimised. However, it would be a psychological brake to prevent the client from asking discounts on equipment for upstream projects. This division would dramatically decrease the risks that the implementation of the alternative that costs outweigh benefits. Unfortunately, such a decision may be beyond Diaz' authority.