Desktops and Notebooks

Although many place little effort in defining and implementing a Desktop or Notebook acquisition policy, failure to do so can seriously impact on an organisations ability to meet its business and fiscal objectives.  The term “value for money” has been bandied about for many years, but never has the importance of taking the overall cost of ownership into consideration been more essential. 

We take for granted the reliability of modern hardware, however, when a system fails we often have no immediate mechanism to retrieve the information contained locally, nor a recovery plan to restore the system to it’s operational state.  Such tools are available as part of a business system, if you select the right vendor, which is where value needs to be evaluated beyond basic pricing. 

For example; a client of Computerworld who had for many years been purchasing and installing IBM/Lenovo Notebook hardware, recently changed to another manufacturer, realised one of the software tools they had been using had no equivalent with their new provider.  The upshot was they purchased licences for the “free” utilities to be installed on the new equipment.  An example of value being perceived at cost reduction, and not considering the inclusion of important tools for the management of systems and ease of use for end-users.

This is one of the reasons Computerworld has limited the number of vendors actively promoted to those where there is a Value Proposition for our clients.  If an organisation is making a strategic purchase over a period of years they need to be assured that management tools, board revisions, etc are not likely to change every month, unlike some vendors.  Continuity of supply together with local and centralised management features, help to reduce the lifecycle costs, and as such a vital in the calculation of Value.

Our portfolio consists of Desktops, Workstations and Notebooks from Lenovo Desktops from Hewlett Packard, and Notebooks from Toshiba