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Verifone EMEA and the changing environment.
Member rating: No Rating | Words: | Submitted: Tue Jun 01 2004
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VERIFONE EMEA AND THE CHANGING ENVIRONMENT To: Rosamund Bell, CEO VeriFone EMEA Author: Mark O'Flynn, EMEA Sales Manager Date: June 18th 2003 CONTENTS 1 INTRODUCTION 3 2 VERIFONE ENVIRONMENTS 4 2.1 THE EXTERNAL ENVIRONMENT 5 2.1.1 Competition 6 2.1.2 Suppliers 7 2.1.3 Clients 8 2.1.4 International Card Associations 8 2.2 THE INTERNAL ENVIRONMENT 9 2.2.1 Structure 9 2.2.2 Culture 10 3 CRITICAL ANALYSIS & RECCOMENDATIONS 12 3.1 Going to Market 13 3.2 Dealing with Competition 14 3.3 Supply Chain 14 3.4 The Far Environment 15 3.5 Company Culture 15 4 CONCLUSION 16 5 REFERENCES 17 1 INTRODUCTION Well over half of the twenty million credit & debit card payment terminals installed globally are VeriFone devices. At the height of the dot.com boom, Hewlett-Packard, anxious to diversify into the e-commerce arena, purchased the then profitable and dynamic global leader for $1.4 billion. Three years later HP realized that VeriFone, by then losing $90m annually, along with skilled personnel and huge chunks of market share to competitors, had little to do with e-commerce or other core businesses. Private equity fund GTCR picked VeriFone up for a mere $45 million and began immediately turning the company around, embarking on a mission to...
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